Impact of work models on employee wellbeing

Research into workplace dynamics has highlighted the relationship between work models and employee wellbeing. Initial findings from researchers at several universities suggest that a strong organizational purpose—one that is understood, internalized, and lived through daily actions—can drive social wellbeing and enhance collaboration, particularly in hybrid and remote settings where interpersonal relationships may have weakened.

Subsequent studies focusing on specific work arrangements have found that remote work is linked to higher levels of psychological wellbeing and lower turnover rates compared to hybrid or office-based models. A recent study in the southwestern United States involving 7,704 employees from a large healthcare organization provided specific metrics to support these trends. On a five-point scale, fully remote employees reported the highest wellbeing score at 4.22, followed by hybrid workers at 4.12, while on-site employees reported the lowest at 3.89.

These findings, which measured metrics such as work-life balance, energy derived from work, and organizational concern for health, were found to be statistically significant. While the study does not establish direct causation between remote work and mental health, it suggests that flexible models may support happiness by increasing autonomy. Regarding retention, the study noted that after one year, 7.8% of remote workers had left the organization, compared to 8.3% of hybrid workers and 8.8% of on-site workers, though these specific turnover differences were not statistically significant.