Remote Working: Employees’ Narratives from Non-Government Organizations in South Asia and the Pacific

ABSTRACT

The recent health crisis has caused a wide acceptance of remote work, allowing employees to engage in work-from-home arrangements. Because of this event, many scholars have tried to research this phenomenon, concentrating most of their focus on governmental and profit-making institutions while ignoring non-governmental institutions (NGOs). This paper tried to bridge this gap by delving into the employees’ narratives on remote work within the context of NGOs. Using a single case study methodology, the researchers conducted an in-depth interview with 14 NGO employees from five South Asia and Pacific countries. Findings revealed six emerging themes: (a) work-life integration, (b) employee well-being and engagement, (c) organizational context, (d) challenges and opportunities, (e) organizational performance, and (f) technology and infrastructure. Remote work has completely changed the office environment, presenting fresh prospects and obstacles. NGOs must invest in technology, support employees, and promote collaboration to establish a sustainable remote work environment. The recent health crisis has led to a broad approval of remote work, enabling workers to participate in work-from-home setups. As a result, numerous scholars have attempted to study this occurrence, focusing primarily on governmental and profit-making organizations while disregarding non-governmental organizations (NGOs). This paper tried to bridge this gap by delving into the employees’ narratives on remote work within the context of NGOs. Using a single case study methodology, the researchers conducted an in-depth interview with 14 NGO employees from five South Asia and Pacific countries. Findings revealed six emerging themes: (a) work-life integration, (b) employee well-being and engagement, (c) organizational context, (d) challenges and opportunities, (e) organizational performance, and (f) technology and infrastructure. Remote work has completely changed the office environment, presenting fresh prospects and obstacles. NGOs must invest in technology, support employees, and promote collaboration to establish a sustainable remote work environment.

Keywords: Work-life integration, Employee well-being, Organizational performance, Remote work, Non-government organizations

INTRODUCTION

The onset of remote work configurations within different organizations clearly manifests a huge transformation within the modern workplace (Baptista et al., 2020). Catalyzed by changes in technology, changes in attitudes and expectations from employees, and changed circumstances brought about by the COVID-19 pandemic, remote work is now an accepted and integral part of organizational operations (Soroui, 2021). It has many advantages, including cost savings, a global talent pool, increased productivity, and better work-life balance (Shirmohammadi et al., 2022). However, it also has some disadvantages in the context of teamwork, cybersecurity, and updated policies (Ferreira et al., 2021). This work-from-home setup will become an integral part of the new work environment because organizations are bound to adjust and redefine their work cultures to fit this new model of work that brings flexibility and efficiency while changing traditional perceptions of the office.

The intricacy and diversity of cultural and regional influences on remote work experiences are evident within NGOs in South Asia and the Pacific (Thu, 2023). NGOs can transcend geographical boundaries with remote work, having greater impacts and achieving global connections among stakeholders, donors, and beneficiaries (Asogwa et al., 2023). It has helped leverage NGOs to embrace a broader talent pool, source expertise from another geography, and develop an inclusive and diverse workforce (Tarafdar et al., 2023). In addition, the remote work scenario has also worked to minimize costs for such organizations because overheads related to offices can be trimmed down (Parker, 2020). However, a challenge for most NGOs has come in maintaining group cohesion, protecting against cybersecurity dangers, and, above all else, safeguarding sensitive information kept confidential (Al Achkar, 2021). Still, remote work dramatically changed the fundamental operational dynamics within NGOs, placing them in a position to be leaner yet more agile regarding the urgent requirements of global agendas and fulfilling those missions (Asogwa et al., 2023).The intricate and varied influence of cultural and regional factors on remote work experiences within non-governmental organizations (NGOs) in South Asia and the Pacific has been underscored by Thu (2023). Through remote work, NGOs have gained the ability to surpass geographical boundaries, extending their impact and establishing global connections with stakeholders, donors, and beneficiaries (Asogwa et al., 2023). This shift in approach has enabled NGOs to access a wider talent pool, recruit experts from diverse regions, and promote a workforce that is more diverse and inclusive (Tarafdar et al., 2023). Additionally, remote work has led to cost savings for these organizations, as they can curtail overhead expenses associated with physical offices (Parker, 2020). Nevertheless, NGOs have encountered challenges in maintaining team cohesion, addressing cybersecurity concerns, and ensuring the privacy and security of sensitive data (Al Achkar, 2021). Despite these obstacles, remote work has fundamentally reshaped the operational dynamics of NGOs, rendering them more agile, efficient, and adaptable in tackling urgent global issues and fulfilling their missions (Asogwa et al., 2023).

Studies based on work experience in NGOs reveal that distant work has highlighted the complexities of the interplay of advantages and disadvantages relevant to this change (Bravo Schaefer & Abu Nar, 2022). Studies depict that remote work contributes to employee work-life balance, minimizes commuting stress, and ensures flexibility. They have a positive influence on job satisfaction that also increases the production and involvement of NGO workers. The results ensure that effective communication, collaboration tools, and organizational support help smoothen the discussion of potential feelings of isolation and disconnection often associated with remote work. Strong cybersecurity measures would be required to protect the sensitive data in NGOs. These studies are a precious addition to the ever-changing scene of remote work in NGOs and show how the benefits are maximized while facing related problems.Existing studies on remote work experiences in NGOs have shed light on the complex interplay between the benefits and challenges of this shift (Bravo Schaefer & Abu Nar, 2022). These studies have uncovered how remote work can enhance employees' work-life balance, reduce commuting stress, and provide flexibility. They emphasize the positive impact on job satisfaction, often leading to increased productivity and engagement among NGO workers. These results highlight the importance of employing effective communication, collaboration tools, and organizational support to address the potential feelings of isolation and disconnection associated with remote work. Furthermore, the research underscores the imperative of implementing robust cybersecurity measures to protect sensitive data within non-governmental organizations (NGOs). These studies contribute valuable insights into the evolving landscape of remote work within NGOs, offering guidance on maximizing its advantages while addressing the associated challenges.

Despite the growing interest in remote work within NGOs, there are several notable gaps in the existing body of research. There is still a need for further knowledge of the situation of remote work on NGO employees’ job satisfaction, mental health, and career advancement to support NGO policies in the future (Mer & Virdi, 2021). As NGOs operate in diverse operational settings, more research is needed to understand the impact of remote work on internal collaboration, cross-cultural communication, and the ability to address emerging issues (Byström & Jäger, 2021). As remote work evolves, it will also be good to understand what lessons were gleaned from employees’ insights. Addressing these gaps will be necessary to develop a more nuanced understanding of remote work for NGOs and to guide future policy and practice for the sector. In this perspective, this paper focuses on employee narratives of remote work in the context of NGOs. Specifically, this paper explores the following question:

1. How do employees from non-government organizations in South Asia and the Pacific experience remote working?

This paper gives a holistic view of the remote work experience in NGOs. It thus allows the development of targeted strategies to promote employee well-being and organizational effectiveness in a remote work setting. This research may give critical insights into their well-being, job satisfaction, and work-life balance through remote workers' daily realities, challenges, and NGO successes, thus helping organizations optimize their remote work policies and support systems. Also, it can lead to a greater sense of unity, belonging, and teamwork by the remote workers in NGOs, retaining a cohesive, motivated workforce in a positive process of social change.This paper provides a holistic view of the remote work experience within NGOs, enabling the development of targeted strategies to enhance employee well-being and organizational effectiveness in a remote work setting. This research can offer critical insights into their well-being, job satisfaction, and work-life balance by delving into remote workers' daily realities, challenges, and NGO successes, allowing organizations to optimize their remote work policies and support systems. Moreover, this study can foster a sense of connectedness, inclusion, and collaboration among remote NGO employees, helping maintain a cohesive and motivated workforce that drives positive social change.

THEORETICAL FRAMEWORK

The shifting nature of working environments across the globe has given the NGO staff much importance to work from home. This has resulted in a point where their work experiences should also be reviewed differently. In terms of comprehending these experiences with a well-suited framework, this research integrates social identity theory and a job characteristics model into the analysis.

The social identity theory (Tajfel & Turner, 2004) provides the seminal lens through which individuals perceive their self-concepts about their social groups. For workers in NGOs telecommuting and working remotely, this theory points out how identification with the group of remote working employees and a larger identity of the organizational structure greatly influences the self-concept of those employees. According to this theory, people classify themselves and others into different social groups, where group membership confers a sense of belonging and self-esteem. It is the theory that would be referred to in this study for insight as to how distant employees perceive their social identity, the level of identification with the remote work group compared to a physical organization, and the influence those identities have over their job satisfaction, engagement and general sense of well-being. Powerful organizational identification enhances employees' sense of belonging and commitment, thus lowering feelings of isolation and increasing engagement with organizational goals (Leonardelli, 2022). It explains why job satisfaction, mental well-being, and perception of career advancement in remote workers differ depending on how the group identity motivates and helps people (Shi et al., 2024).

The job characteristics model (Hackman & Oldham, 1974) focuses on those motivational factors a job contains for influencing job satisfaction and performance. This framework views five key elements: autonomy, feedback, skill variety, task identity, and task significance. These characteristics of a job contribute to making employees' jobs meaningful, fostering personal growth, and leading toward job satisfaction in the presence of these characteristics of a job. This model can help explore how job characteristics, in the case of NGOs and the remote employees working under them, shape their experiences. It may be done by exploring whether remote employees perceive jobs with the right variety of tasks and skills and the required identity and significance for engagement and satisfaction. Moreover, it can show how autonomy in remote work impacts their motivation and productivity and how providing feedback affects their performance and job satisfaction, especially in virtual work settings. Additionally, improvement in job characteristics has a major impact on how employees use communication technologies to enhance coordination, with some aspects showing improvement in communication and collaboration among employees working remotely in NGOs (Fuchs & Reichel, 2023). On the other hand, personal traits and job characteristics predict remote work outcomes, meaning an overall approach to increasing job satisfaction and performance will consider both job design and individual differences (Grelle & Popp, 2021).

This study scrutinized the experiences of remote employees working in NGOs using a combination of social identity theory and the job characteristics model. Exploring how experiences are fostered by social identity and job characteristics can shed important light on informing HR practices, management strategies, and policies associated with facilitating remote work in NGOs in this region and beyond.

This study scrutinized the experiences of remote employees working in NGOs using a combination of social identity theory and the job characteristics model. Exploring how experiences are fostered by social identity and job characteristics can shed important light on informing HR practices, management strategies, and policies associated with facilitating remote work in NGOs in this region and beyond.

LITERATURE REVIEW

IMPACT OF CULTURAL AND REGIONAL CONTEXT ON REMOTE WORK EXPERIENCES IN NGOs

The impact of the cultural and regional context on NGOs' experiences related to remote work is complex. South Asia and the Pacific combine a wide variety of cultures, languages, and social systems, and the latter is more influential on employee perceptions and adoption of remote working (Berrell, 2021). Regional culture is often established through close interpersonal ties, a proper hierarchy, and direct face-to-face contact. Such norms could influence the ways of communication and collaboration that become preferred and cause problems in adoption for remote environments (Morrison-Smith & Ruiz, 2020). Employees must adapt to digital communication tools and different expectations for remote work, which may affect their experiences. Moreover, support from the organization when an employee teleworks benefits the experiences of the employee and increases the demand for flexible work options, hence illustrating how cultural and regional considerations play a significant role in remote work among NGOs in Eswatini and Zimbabwe (Sanhokwe et al., 2022).

Another very important factor influencing the dynamics of remote work is regional context. South Asia and the Pacific represent countries with a wide range of digital infrastructure and access to technology. There is a need to consider the cultural and regional context when introducing new technology to the workplace since most of these impact the remote working experiences of NGOs in the Asia Pacific region (Liu et al., 2023). Remote workers in technologically under-connected regions face stronger challenges in achieving their full output and involvement potential in remote activities. Inversely, with more technologically developed ecosystems in some areas, the remote experience will be almost frictionless there. Because most NGOs work at all levels and across such distinct regional contexts, they must compare and adjust technical endowment inequalities across different parts of the organization.

In addition to challenges, the cultural and regional context can also offer opportunities for NGOs. Embracing cultural diversity and understanding regional nuances can enrich remote work experiences by fostering creativity, innovation, and a deeper connection with local communities (Kimani & Scott, 2023). Organizations that respect cultural norms and invest in technology infrastructure can create inclusive remote work environments that harness the strengths of the cultural and regional context, ultimately benefiting both employees and the NGO's mission-driven work (Lubchenco & Haugan, 2023). Comprehending the impact of cultural and regional factors on remote work experiences is essential for NGOs to navigate this evolving work landscape effectively.

IMPACT OF REMOTE WORK ON JOB SATISFACTION, MENTAL WELL-BEING, AND CAREER ADVANCEMENT IN NGOs

This proliferation of remote work has significantly affected job satisfaction, mental well-being, and career advancement within the region's NGOs. Remote work has had positive and negative impacts, mainly because of the COVID-19 pandemic and other related factors.

The remote work setting has particularly impacted the job satisfaction of NGO workers. Many workers have reported that the freedom and autonomy involved in working remotely increase job satisfaction. The employees feel comfortable because they can adjust their workspace and work schedules according to their preferences and needs. The increased freedom allows an easy balance between professional and personal life, hence reducing the stress caused by commuting (Rahman & Rahman, 2021). However, specific employees experienced problems related to disconnection and blurring of professional and personal lives. Separation from colleagues and the organization often results from non-face-to-face communication and unwanted office gossip. It means an employee's ability to handle these challenges and keep his bond with the job itself and colleagues can directly affect his job satisfaction (Sadiq et al., 2022). Furthermore, spatial flexibility has a very significant positive effect on team innovation performance among the multinational NGOs in Jordan (Alserhan et al., 2024).

Remote work diminishes commute-related stress and offers the flexibility to effectively manage personal and family duties for better mental wellness (Jamal et al., 2021). Nonetheless, it produces new stressors, mainly caused by the degradation of work-life boundaries and a reliance on digital communication tools. Employees working remotely in these circumstances may contend with feelings of isolation and a reduced sense of social interaction, adversely impacting their mental health (Wang et al., 2020). It also contributed to increased loneliness, depression, and anxiety levels, thus giving a complex overview of the influence of remote work on mental well-being and career progression in NGOs in Southeast Nigeria (Uneke et al., 2023). This connectivity culture established by a remote work environment forms a permanent culture that leads to stretched working hours, maybe even reaching burnout (Hayes et al., 2021). Therefore, mental well-being would depend upon balancing the advantages and disadvantages of remote work, individual coping styles, and organizational support.

Another changed landscape is career advancement in an NGO through remote work. It unlocks access to international projects, works with other teams, and networking at the world level. The organizations can tap talent from anywhere in the region, making it more diverse and inclusive (Ardi et al., 2024). Career progression may be proactive, with self-driven visibility and recognition. Employees should seek ways to develop skills, network, and get mentorship. Building a relationship with the mentor and the supervisor becomes very difficult without a physical presence in the office, which negatively impacts career growth (Yarberry & Sims, 2021).The rise of remote work has significantly impacted job satisfaction, mental well-being, and career advancement within the region's NGOs. The transition to remote work, driven by various factors, including the COVID-19 pandemic, has brought positive and negative consequences.

METHODOLOGY

RESEARCH DESIGN AND CONTEXT

This study used the single case study methodology to understand the experiences of remote employees working in NGOs. Through qualitative data collection, this study hopes to identify and share insights into the narratives of remote employees in this region and contribute to the developing understanding of effective remote work practices and their implications for well-being and performance within the context of NGOs. This study represented a broad, dynamic landscape in South Asia and the Pacific. It involved many countries and territories with respective cultural norms, languages, and societal dynamics. This study used remote employees for various NGOs based in this region. The NGOs involved include those interested in doing mission-driven work, including humanitarian aid, environmental conservation work, public health initiatives, and social development programs. This study was conducted on remote NGO staff with varying organizational structures, sizes, and program focuses. The variation among NGOs adds to the depth of understanding of experiences and unique challenges and opportunities as they come. The research setting, therefore, stretches from urban work environments with comprehensive technological infrastructure to remote and rural areas with little connectivity. There is a need to understand how technical access varies, as well as home office setups and local resources, to understand the issues remote employees may face in diverse settings.

PARTICIPANTS SELECTION

For this study, the researchers purposefully selected participants who met these criteria: (a) they are currently employed in a non-governmental organization within South Asia and the Pacific region, (b) they must have at least one year of remote work experience from the same non-government organization, and (c) they must be willing to participate in the study. Representatives from all nations and subregions in South Asia and the Pacific were considered so that different kinds of cultural practices, languages, and historical backgrounds can be seen in this work experience. More importantly, selections were also considered based on how long someone has been engaging in remote work, ensuring accountabilities of varied experiences. The sampling of people who have recently transitioned to remote work due to external circumstances and who have been working remotely for a long time may give a balanced view of adaptation and long-term effects. Considering the selection criteria, 14 participants were chosen for the study, as presented in Table 1.

For this study, the researchers purposefully selected participants who met these criteria: (a) they are currently employed in a non-governmental organization within South Asia and the Pacific region, (b) they must have at least one year of remote work experience from the same non-government organization, and (c) they must be willing to participate in the study. Representatives from all nations and subregions in South Asia and the Pacific were considered so that different kinds of cultural practices, languages, and historical backgrounds can be seen in this work experience. More importantly, selections were also considered based on how long someone has been engaging in remote work, ensuring accountabilities of varied experiences. The sampling of people who have recently transitioned to remote work due to external circumstances and who have been working remotely for a long time may give a balanced view of adaptation and long-term effects. Considering the selection criteria, 14 participants were chosen for the study, as presented in Table 1.

Table 1

Description of the participant’s socio-demographic characteristics

DATA COLLECTION AND ANALYSIS FRAMEWORK

This study used a semi-structured interview with remote NGO employees of varied cultural backgrounds at different geographic locations in South Asia and the Pacific. The interviews utilized open-ended questions to discover the experiences, challenges, and strategies that bring remote employees through this change. Thematic data acquired through the qualitative interviews were analyzed using the data analysis approach by Yin (2011) with NVivo software. Thematic analysis is coding data systematically but categorizing to determine what recurrent themes and patterns emerge and variations of that experience as a remote NGO employee in South Asia and the Pacific. It facilitates the extraction of meaningful insights, which helps build a holistic understanding of the realities of remote work in this region.

ETHICAL CONSIDERATIONS

The researchers considered several ethical concerns during the process. The objectives, procedures, and risks or benefits associated with the study were communicated to the participants by the researchers. The participants were informed that participation in the study would not affect their employment status and work environment and that the participation was strictly voluntary. Confidentiality and anonymity were upheld because the researchers ensured utmost precautions for maintaining privacy and protecting the participants' identities and other personal information. Researchers have avoided unintended confidentiality breaches, for example, by anonymizing data, safe storage, and proper reporting. Researchers handled sensitive information or disclosures in a careful and dignified manner. The researchers were cautious about the power dynamics and potential conflicts of interest since they may be in a position of authority or influence within their organization or network. The researchers kept neutrality while collecting and analyzing data, ensuring that when people open up regarding their experience, they are not risking getting revenge or judgment. Such aspects as duality about the role of the researcher as the remote employee and the researcher were also acknowledged through transparency. Moreover, all potential conflicts of interest were disclosed in the research design and reporting. These ethical considerations have to be kept intact so that the integrity of the study is maintained along with the dignity and confidentiality of the participants while, at the same time, gaining more insight into the experiences of remote employees.

RESULTS

This research looked at remote workers' experiences by NGOs across South Asia and the Pacific. This interview-based single case study reveals the shapes of remote working that describe the professional lives of NGO professionals living in this context. Figure 1 represents the six major categories and 15 subcategories found in the data analysis.

Figure 1

Hierarchy chart of the themes, subthemes, and codes associated with remote work

WORK-LIFE INTEGRATION

WORK-LIFE BALANCE

Remote work has shifted the balance between professional and personal life. Figure 2 lists some key terms related to remote work. Many people disturbed their work-life balance. The distinction between workdays and holidays was unclear, and it was also hard to distinguish between work and rest. Employees were, however, resilient in adjusting to these changes. Balancing work and home chores were another common problem because employees always accommodated family obligations while meeting work requirements. It normally led to work-life conflict and reduced family time.

“...switching back and forth between tasks…”-P5

“I chose the remote option as I had a few family commitments.”-P11

“...being distracted by my child's needs throughout the work hours…”-P3

“... working consumes more family time...”-P11

Figure 2

Word cloud of key terms associated with remote work

Conversely, for some, remote work offered unexpected benefits, bringing a sense of hope in challenging times. For the majority, being closer to their families and more family time was considered a boon. Learning and family time allowed flexibility with the child and were improved due to increased bonding with parents. The telecommuting pattern generally leads to a better work-life balance for city dwellers since commuting is shorter and home chores can be handled more efficiently.

“It has pros and cons, but I find living closely with my family more beneficial.... being closer to the family.”-P4

“...including learning. I have time to have meaningful interactions with my family.”-P7

“Better connection with my child…”-P3

“It is more beneficial, especially for people living in highly urbanized cities where traffic is a nightmare. It provides space for employees to experience work-life balance…”-P7      

Despite these benefits, a healthy work-life balance is achieved only with conscious effort. The initial difficulties of getting over it involved self-discipline, prioritizing tasks, and segregating work and family time. Proactive planning of the routine that includes self-care becomes essential to strike new work-life boundaries. Some transition to remote work comparatively easily due to experience in the past, but others have limited work adjustment and loss of daily routine. Work-life balance is a significant requirement for any remote employee. Job duties, caring for children, and other household chores demand thoughtful planning and prioritization. People must set clear boundaries between work and personal time and seek support from work-life balance programs to be well in the long run.

“But initially, when I started it, I had to learn to be disciplined...setting my priorities between home and work...”-P5

“Concern for me is honoring work and family time segregation…”-P3

“My core team was already dispersed, working from different parts of the country…Initially, there was a sense of loss of the commute and the face-to-face office routine and interaction.”-P12

FLEXIBILITY AND AUTONOMY

The traditional office workday has changed. Technological changes around the world, as well as how and where we work, have changed fundamentally. Such a paradigm shift called for adaptability from the individual and the organization. Individuals had to change work dynamics to accommodate remote setups, which usually involved increased autonomy and flexible working time.

“I saw people becoming adaptive, agile, and flexible in the remote work environment.”-P2

“For the work team, there was a sudden need to clarify work expectations and set up regular catch-up meetings. I also needed to set up a better work monitoring system with team members.”-P3

“I got to do things I love because of extra/spare time…”-P13

Although flexibility and extended work time are associated with remote work, there are challenges, too. Working remotely demands discipline and motivation. The so-called work-life balance is quite impossible to attain, resulting in burnout. Hybrid work models that connect the gap between remote and office work are increasingly used in businesses. This change in work patterns toward hybrid work fundamentally reflects a wish for balance and the recognition that different work styles fit with other people and teams, providing a reassuring sense of equilibrium.

“I like to have a mixed approach to work: a few days in the office, at home, or every other week, etc.”-P5

“...we have also adopted a hybrid working model in the regional office.”-P10

As has been observed by many, a great benefit to employees is flexibility, and this preference is also shifting toward some form of hybrid model (Figure 3). Still, preference varies. Many thrive in remote work, and others thrive from the structure and socialization involved in onsite work. Those in between prefer semi-remote work: in-office combined with remote work. The flexibility that different work setups can provide is key for individuals and organizations to succeed, which is why semi-remote work is so appealing in the world of ever-changing work.

“It is still good to work in the office at times to focus fully on work and to spend time face-to-face with colleagues.”-P10

“I have experience with semi-remote work as I have not been going to the office, especially on Mondays, considering I have no teammates in the office and the teammates are relocated.”-P13

Figure 3

Word frequency chart of the codes associated with remote work

EFFECTIVE AND EFFICIENT TIME MANAGEMENT

Time optimization is the art of getting the maximum value from every time block. It means knowing high-impact activities and then resource allocation to meet goals. Mastery of time optimization requires clarity in understanding one's strengths, weaknesses, and priorities. Better time management can boost individual performance, but effective teamwork and time management are important in a collaborative setting. Scheduling, task assignments, and clear communication are important for teamwork. Such a delicate balance between time management individually and the group's goals requires coordination and planning. It involves all the skills needed to be a high performer, personally and professionally. Effective time management maximizes productivity, and productivity can only increase with time management by individuals and teams when tasks are prioritized and optimized.

“...maximize their time…”-P10

“...would require better time and team management…”-P3

“With good time management, a lot can be done remotely.”-P12

“Being disciplined with time, when to start work and when to finish…”-P5

EMPLOYEE WELL-BEING AND ENGAGEMENT

WELL-BEING

With more benefits, including better time management and lesser contact with pollutants, this new way of life comes with various struggles in people's physical and psychological well-being. A sedentary arrangement consisting of extended hours of sitting becomes a frequent phenomenon. It will lead to many health problems as well as mobility issues because they do not move around much. Moreover, there are no physical or social interactions, such as hanging out with colleagues. These circumstances have developed feelings of alienation. These are the compound effects of social isolation, self-isolation, and fear of the reduction of socialization in everyday life that badly affect the mental health scenario. Loneliness and increased time on screens augment these issues, leading to mental health problems that demand greater focus on mental health care initiatives.

“...less exposure…and outdoor pollution.”-P1

“...being more glued to my chair (less walking) …”-P3

“I did not feel very positive about it since I have concerns about it. It affected my physical well-being since my mobility was greatly reduced (commuting to/from the office) …”-P9

“...but you miss hanging around with people…”-P5

“Isolation is draining, especially with my personality type: I like to be around a few people. I feel like a robot, doing routine work without personal interaction with others.”-P13

Giving importance to physical activity and healthy eating can offset the adverse effects of a sedentary lifestyle. Although difficult, these adjustments are necessary for general health and happiness. Contemporary ways of living often lead to extended periods of being sedentary and more time spent looking at screens, which can lead to various physical and mental health problems. Social isolation only makes these challenges even more difficult. An all-encompassing method focusing on physical and psychological health is essential for overall wellness.

“I have become more physically active and fit.”-P6

“...being able to eat more healthily.”-P3

“Life is happier.”-P10

“...more stress to eyes due to constant digital utilization “-P11

MOTIVATION AND ENGAGEMENT

Remote work has very significantly changed both the work situation and experience generally. Flexibility has dramatically altered the approach in work organization to ensure improved attention. Reduced distractions created by people other than workers have meant designing working environments for persons one should be able to produce consistently based on needs, such as a setting for focused operation. Whereas the nature of work remains largely the same, a part of the work within the home environment has come with new challenges and opportunities. Multitasking may be more acute at home, a common obstacle in the traditional office environment. However, there is a great opportunity for increased productivity for those who can control their time well. Success is achieved by striking a proper equilibrium between work and personal life, as their boundaries may become unclear.

“...the learning over the years helped me to organize my duties better and stay connected and focused.”-P11

“Expectations are small from the organization, considering I requested remote work. Expectations are more on me rather than on the organization.”-P13

“It was more of disciplining myself not to be on the screen for the whole day.”-P7

“I was offered a regional position, the setup provided was to work from home.”-P2

The freedom to work autonomously and determine one's speed often leads to high job satisfaction. Remote work offers this autonomy, leading to a positive overall experience for many. Nevertheless, it is crucial to take into account variations among individuals. While some excel in this setting, others might perceive it as isolating and difficult. The effectiveness of working remotely also relies on elements like the type of work, access to essential tools, and employer assistance. The shift to remote work has changed how individuals work and affected organizational social interactions. Peers' adoption of home-based working has created a new normal where face-to-face interactions are replaced by virtual communication. This shift demands changes in how teams work and interact with each other. Remote work gives the personal choice of flexibility, but it leads to isolation. Informal exchanges and impromptu partnerships affect team relationships and employee contentment.

“I did a lot of things that have changed. I love my work. I love my current job. I loved every job that I did in …. I am enjoying this current job because I love my job…”-P14

“It was a positive experience for me overall and for my family.”-P6

“...and a lot of our colleagues are home-based around the region…”-P10

ORGANIZATIONAL CONTEXT

ORGANIZATIONAL SUPPORT AND STRUCTURE

Remoting requires changes in personal work routines and company formats. People have to transform their ways by adapting to more diverse environments, but they often face difficulty managing their working time, levels of motivation, and work-life balance at work. An organization must change its business structure and create new requirements, technologies, and systems to allow remote workers to work. Employers have also implemented various measures to ensure that remote work arrangements are effective. Providing necessary equipment, including computers and peripherals, has been essential. Secondly, communication allowances have facilitated the accommodation of increased costs. Companies offer their telecommuting employees various mental health services as a form of benefit to deal with loneliness and stress.

“Staff were given equipment to perform their work functions from home, supported by an online IT service.”-P12

“My organization supports internet expenses…”-P6

“Counseling support services were made available.”-P12

ORGANIZATIONAL CULTURE

A good workplace represents a sound community, mutual respect, and help for each other. It culminates in the very essence of such an environment: establish an all-inclusive workspace with diversification and proper communication. All of these are founded by effective leaders showing care, understanding, and commitment to the worker's well-being. Encouraging coworkers and supervisors is essential in maintaining a good work environment. Proper peer support systems ensure that workers overcome barriers and mark successes. Such an employer supporting employees would make them realize how employee-friendly those policies are, for example, flexibility in work. It will encourage greater understanding and empathy among teammates as they help each other recognize the different needs and perspectives that their colleagues might have.

“… inclusivity in the organization. We are included in many conversations…”-P14

“Our leaders have been great models of respecting each other's time off/leave.”-P10

“… my supervisors have been very supportive.”-P14

“More than the support the organization can provide, we, as colleagues, have supported each other regarding work-life balance, focusing mainly on mental well-being and physical wellness.”-P10

“The policies are very employee-friendly.”-P14

Organizational support encompasses more than the policies and the benefits. The commitment to developing employees, emphasis on work-life balance, and spiritual practices shared amongst employees in applicable cases are a basis for building employee connection and cohesion. Although these are not applied in every aspect, they could create a highly supportive and inspirational workplace culture of coworkers. These aspects are mingled together, leading to a perfect and enriching working environment through appreciation, honorable respect, and the empowerment of staff to achieve peak performance.

“Our weekly prayers and devotions together have also helped us to hear from each other's experiences and pray for one another.”-P10

COLLABORATION AND COMMUNICATION

Though there are benefits, flexibility, and much greater reach, remote work has discouraged other, more conventional, preferred ways of collaboration and communication. The absence of corporeal proximity prevents them from engaging in natural idea-sharing and problem-solving skills, leading to extended decision-making periods. An individual cannot build interpersonal relationships and consequently create trust and a spirit of teamwork with others because they rely on virtual communication. Many organizations have approached these issues. Virtual meetings and instant messaging for maintaining contact and coordinating work are done using technology; however, this must be combined with meaningful activities that can birth relations. Hence, online team building, social events, and open communication create a community and sense of belonging in the geographically dispersed workforce.

“...and the delays in getting responses from colleagues, as compared to being able to work physically in an office.”-P3

“...it will be challenging to collaborate or coordinate…”-P2

“However, the connection with colleagues can be much less, which is quite vital for mental well-being and building relationships.”-P10

Effective communication is key to fostering collaboration to win. The expectations must be clear, and there must be open communication and active listening to avoid all mess and help all achieve the project's goals. Even though technology makes communication much easier, finding an equilibrium between digital and in-person interactions remains important. Creating trust and rapport within the team would demand a devoted effort to provide a positive and affirmative work environment. Acquiring strong interpersonal and communication skills on the workers' part is also a prerequisite for the success of remote work. Adaptability, flexibility, and self-discipline are necessary to manage remote working issues successfully. Businesses must allocate resources to employee training and development programs to obtain the essential skills for effective collaboration within a digital environment.

“...there were efforts to maintain frequent and consistent communication among teams…”-P2

CHALLENGES AND OPPORTUNITIES

TECHNOLOGICAL CHALLENGES

The widespread adoption of remote work has uncovered numerous challenges, as most live in unstable infrastructural areas. The foremost among these was the limited connectivity over the internet. It led to several creative workarounds that included accessing core work tools and platforms, at times with some great resourcefulness on the part of employees whose connectivity was poor, either spotty or at very low speeds, which only reduced productivity and frustrations. In addition, there are issues with power outages, which are some of the problems remote workers face. Such frequent power disruptions cause disrupted workflows, loss of work and missed deadlines. Disruptions might even affect reliability in cloud services, especially during critical periods; devices may also go offline at such times. Another common problem for remote work setups, especially in remote work, is cloud file sharing. Slow upload and download speeds and unstable connectivity can hinder efficient file sharing and collaboration. These highlight challenges in the face of the need for strong and reliable digital infrastructure to support remote work adequately.

“Poor internet connection and unscheduled power interruption....”-P4

“I needed clarification about organizing the documents using cloud file sharing. At first, it was not easy, but we got used to it…”-P8

WORK ENVIRONMENT CHALLENGES

Due to COVID-19, the pandemic interfered with traditional work patterns and introduced new problems. On the other hand, it also provided immense benefits. Lockdowns and government measures to curb the virus led to a tremendous increase in remote working from home. Though flexibility was offered and commuting problems were resolved, new challenges arose. First, there was the adjustment of working from home. More home-based disturbances, such as noise, interferences from other family members, and a less spacious workspace, affected productivity and concentration. Home electricity consumption also increased because most devices were used for longer periods.

Different time zones across global operations made coordination and communication difficult for the organizations. In this case, meeting and project coordination with several time zones had to be done carefully and synchronized using world clock tools. Pandemic-related uncertainty and economic downturn also brought about more office disruption and difficulty maintaining constant work environments. As the pandemic spread continued, problematic transport systems because of health and safety protocols added to commuters' problems. Employees had to go to offices and were confronted with these commuting issues. Reduction was experienced in a few areas, but traffic congestion was still an issue for those who had to commute.

“...increase in electricity consumption at home…”-P3

“I expected more disturbance from home…”-P6

“Time alignment… One of the challenges of remote work is synchronizing the world clock for meeting times that are convenient for all.”-P12

“Given the transport system in the country… challenges in transportation from residence to office and vice versa.”-P4

TIME AND COST SAVINGS

The biggest advantage of working from home is avoiding daily commuting to the office. Workers will save lots of time and money by commuting back to the workplace through remote work at home. Reduced travel time allows people to spend more time on personal and professional development, quality time with the family, or hobbies and recreation. It will also reduce traffic jams and decrease exposure to air pollution, thus benefiting personal and environmental health.

“...less exposure to heavy traffic… “-P1

“Pre-remote work days, I had to spend much money traveling back home at least once every quarter.”-P2

“...less travel and commute to office… we do not have to pay for transportation…”-P6

ORGANIZATIONAL PERFORMANCE

PRODUCTIVITY

Working from home has been discussed in terms of how it affects productivity and the quality of work. Other research, however, has it that working from home may boost productivity by cutting down on commuting and office interruptions, and other researchers believe that this might lower the quality of work. The proponents of working from home do not miss out on the benefits of work-life balance and greater flexibility, which are said to result in increased productivity. Workers can use their time effectively and concentrate on activities that require their undivided attention. In addition, remote working encourages participation and effectiveness as employees work independently and take responsibility for their work.

“Yeah, I managed to save a lot of time, which was used for experimental… “-P5

“As a socially adept person, my strength and energy lie in meeting people, having face-to-face conversations, and seeing them eye to eye. I have fears that I will miss out on this and be able to compromise my quality of work. “-P2

Proponents of telecommuting note that distractions like household chores or childcare will lower productivity. Also, when individuals are not around each other, teamwork may be impaired by a lack of face-to-face interaction, potentially compromising the quality of work. In fact, according to many research studies, most employees can preserve high levels of productivity, at least not dip below them. Given appropriate tools and support, workers can uphold or surpass work quality while enjoying the advantages of working remotely. Clear expectations, effective communication, and a sound organizational culture help to achieve high performance in the remote work setup. Organizations must create an environment that improves productivity and maintains the quality of work at remote sites. It involves providing employees with the necessary tools, resources, and training to equip them better to work remotely. Having clear expectations on performance and consistent feedback supports accountability and meeting goals.

“Initially, there was a reduction in productivity and concentration since more distractions are working remotely, and one could be easily distracted by other personal tasks (household chores, family members, etc.) during working hours.”-P9

“Since it was proven to be as effective as working in the office in some ways…”-P10

EFFICIENCY

Virtual events have allowed businesses to become more efficient and cost-cutting. Events over the Internet help avoid costly expenses such as having a venue, traveling, and accommodation expenses that heavily hit profits. The virtual events also present a wide advantage regarding time and resource usage. Event organizers can have more time to plan and execute virtual events without worrying about travel arrangements and on-site logistics. It allows them to focus more intently on what they do so that resources are concentrated on making content interesting and interactive. Further, virtual events help in organizing events in a much better manner. Digital platforms facilitate registration, management of attendees, and content delivery, making it easy to access and analyze event data for organizers. Organization at this level saves resources and improves efficiency in the overall working of an event.

“...reduced unnecessary expenses.”-P11

“It is a wise use of time and resources. We do not need to pay for office space…”-P6

TECHNOLOGY AND INFRASTRUCTURE

TECHNOLOGICAL ADOPTION

The move to remote work has made it necessary to use digital platforms for teamwork, communication, and exchanging information. Businesses have implemented effective cloud-based document management systems to simplify processes and enhance information accessibility. These systems have become essential for remote teams to collaborate effectively on projects and access shared resources. In return, organizations invested in creating virtual training materials to empower remote workforces and capacitate employees with all the skills and knowledge required to perform their roles effectively. Such materials include online courses, webinars, and interactive learning modules. Therefore, remote capacity building has become important because it enables workers to enhance their competencies continuously.

“...and eventually learned how to put controls so all documents are safely shared/copied.”-P8

“My role has to be to arrange disaster management training and simulation exercises in a remote setup. I have to develop the materials that will fit the remote setup…”-P2

“...remote capacity building initiatives were supported with appropriate tools and technology…”-P2

The proliferation of digital platforms has led to digital communities, enabling employees to interact, exchange information, and work together on various projects. These platforms offer chances for online engagements and information sharing and encourage camaraderie and assistance among peers. Nevertheless, issues with particular software can obstruct the efficiency of these platforms and influence employee productivity. Although technology has significantly improved remote work, it is important to deal with any technical issues that might come up. Organizations must invest in strong IT infrastructure and offer sufficient technical support to reduce disruptions and maintain smooth operations. By addressing these obstacles, companies can maximize the benefits of digital platforms for boosting productivity and fostering innovation.

“The organization has set up a system to keep people connected and focused.”-P11

“...use of digital tools…”-P3

“I suffered for some time because of technical issues.”-P14

WORK-ENVIRONMENT AND SET-UP

Many employees have faced a change in their physical work environment due to the shift to remote work. However, flexibility and comfort are provided by remote work, and there are specific challenges regarding the arrangement of the workspace and proper design. Modified work environments are now crucial for sustaining efficiency and health. Workers have proactively turned different parts of their homes into temporary offices. Even with the difficulties faced by inadequate working space and inappropriately furnished equipment, these workers are as resilient and resourceful as their approach is positive. Poorly designed working spaces, which many describe as ill-equipped chairs, lighting, and working desks, cause health problems that include backaches, eyestrain, and fatigue. These bodily discomforts have a damaging effect on productivity and job satisfaction as a whole. Workers have bought stationary equipment and ergonomic furniture to combat these issues and create more convenient and efficient work environments. Changing from a traditional office environment to working from home has also transformed working behaviors. The constant presence at the desk, driven by the blending of work and personal life boundaries, may result in burnout and reduced productivity. However, people can attain a healthy work-life balance and focus with proper tactics and a different work environment. The physical work environment is critical for remote workers' productivity and employee well-being.

“Working inside my room can also feel constricting - no more spatial differentiation between rest and work spaces…”-P1

“I need gadgets supporting my work, like good quality noise-canceling headphones, speakers, a desk, and a chair.”-P6

“...but it was important to get a proper workstation. I got a lot of health complications because I was working in bad postures. It led to a lot of stress, time, and money waste because I had to treat it for over five years. But once I set up all my furniture like an office, most of my computer-related complications went out.”-P5

“One downside is not being able to detach myself from my desk…”-P7

DISCUSSIONS AND IMPLICATIONS

Building on the thematic findings depicted in Figure 4, we draw attention to the salient aspects relevant to our task of understanding remote work for NGOs.

Figure 4

Concept map on the remote work experiences of NGO employees

First, remote work has significantly blurred the boundaries between work and personal life. On the one hand, it affords much freedom and autonomy; on the other hand, it makes it challenging to balance work and personal life. Workers have had to adapt to new timetables and establish clear boundaries between professional and personal time. Time and task management are crucial in preventing burnout and maintaining general well-being (Yener et al., 2021). Besides, remote work has altered the character of the work life of individuals (Howe et al., 2021). The old traditional work model has been displaced by flexible time, and one can compress the working day (Diab-Bahman & Al-Enzi, 2020). There is a deep need for greater discipline to avoid letting work creep into one's time. Hybrid work models were widely adopted, as many organizations combined the benefits of remote work with face-to-face collaboration (Best, 2021).

Second, remote working has had a considerable effect on the welfare of workers. The transition to a more inactive way of living, along with decreased social connections, has led to more physical and mental health problems. Even though remote work allows for flexibility, employees must focus on staying active, eating well, and finding chances for social interaction (Charalampous et al., 2022). Organizations need to monitor the well-being of their employees by providing them with the necessary resources and ensuring a friendly working environment (Hameed et al., 2022). Work outside the office has, therefore, affected the motivation and engagement of the employees (Adisa et al., 2023). It provides independence and flexibility but may lead to loneliness and less socialization (Al-Habaibeh et al., 2021). To keep remote employees engaged, organizations must foster a community spirit and offer opportunities for collaboration and career growth (Orel et al., 2022). With this, NGOs may introduce well-being and engagement initiatives that diminish the risk factors of isolation. Structured virtual check-ins, peer support programs, and mental health resources may be established to make someone feel connected and have their well-being.

Third, organizational support and infrastructure are essential for remote work to succeed fully. Providing the necessary tools, facilities, and workplace mental strength support for an employee's psychological and physical well-being is required to achieve operational and productive results (Straus et al., 2023). Good leadership, supportive peers, and employee-friendly policies will engage and satisfy employees in a pleasant and inclusive work environment (Anand & Vohra, 2020). Effective communication and teamwork are key to remote work (Vătămănescu et al., 2022). Although it may be easier to communicate virtually because of technological advances, much effort should also go into intentional relationships with digital communication. Organizations must prioritize employee training and development by availing the skills needed to succeed at remote work (Hancock & Schaninger, 2020).

Fourth, remote work has advantages and disadvantages. It brought flexibility and cost-cutting but emphasized the need for a strong digital infrastructure and flexible work environments (Becchetti et al., 2024). Bad internet access, power shutdowns, and poor equipment in home offices have threatened productivity and employee welfare. COVID-19 has made these problems even harder due to shifts in working time, increased electrification at people's homes, and the difficult process of running a team when all its operations occur geographically. Despite that, people working remotely managed to save extra expenses on road trips and took some care in terms of how their actions do not harm Mother Earth. With the emergence of remote work, the government may invest more in digital infrastructure and access. These infrastructure investments could help reduce the technology gap, especially in remote or underserved areas, mainly by offering reduced internet plans with digital literacy and technical support.

Fifth, productivity and effectiveness are affected by this remote work. Some literature reviews highlight increased productivity because this addresses less commuting and fewer distractions at the workstation. In contrast, studies presented distraction and reduced teamwork (Franken et al., 2021). Organizations should thus ensure structured work environments with clear expectations and provision of resources that make them work out the best in telecommuting (Franken et al., 2021). So far, virtual events have saved organizations and teams significant money while increasing efficiency (Skiles et al., 2022). Eliminating the need for physical venues and streamlining event management processes enables organizations to free up those resources to enhance attendees' content and overall experience. In addition, NGOs can redesign jobs to motivate better and produce, which will ensure that even the remote job itself is enhanced to increase elements of autonomy, task significance, and clear mechanisms for feedback, with a view that remote jobs show improved job satisfaction and engagement.

Lastly, technology has made working away relatively easy. Because of embracing cloud-based platforms and virtual training programs, managing remote employees has become easier for organizations (Olawale et al., 2024). However, the technical challenges do not disappear, and investment in good IT infrastructure is critical to overcome them and draw maximum benefit from technology (Volberda et al., 2021). The shift to remote work has also necessitated changes to the physical workspace (O’Rourke, 2021). Creating comfortable work environments that promote ergonomics is crucial for the health and efficiency of staff members (Hamidi et al., 2020). Companies can help staff by offering guidance and tools to establish home workspaces.

CONCLUSION

Remote work brings the workplace and workplace challenges closer. With new experiences comes hardship and ease, including flexibility that reduces costs and shows the importance of better, robust digital infrastructures, effective wellness, and timely communications for workers. Firms should back them to develop IT infrastructures through teamwork and agility. Individuals should learn how to cope with challenges and derive some benefits from telecommuting. Effective time management, proper communication, and prioritizing personal well-being are all success factors. For efficient telecommuting and avoiding related problems, companies should concentrate on employee support and investment in technologies, including a friendly work environment.

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