EXPLORING THE IMPACT OF REMOTE WORK ON EMPLOYEE

ENGAGEMENT AND PRODUCTIVITY IN IT SECTOR

Submitted by

AYUSHI GARVE

JLU06828

Under the guidance of

DR. SHRUTI SINHA

Assistant Professor

Submitted in Partial Fulfillment of the requirements

of Jagran Lakecity University for the Award of the degree in

Masterof Business Administration Studies

Jagran Lakecity Business School

Faculty of Management and Commerce

JAGRAN LAKECITY UNIVERSITY

BHOPAL
 ACKNOWLEDGEMENT

I would like to acknowledge and give my warmest thanks to my Professor Dr. Shruti Sinha who made
this work possible. Her guidance and advice carried me through all the stages of my project proposal
report. I would also like to give special thanks to my friend’s for their continuous support and
understanding when undertaking my project proposal report. I would like to thank all those people
who directly or indirectly helped and guided me in completing the report.

SUBMITTEDTO:

DR.SHRUTI SINHA

ASSISTANT PROFESSOR, JLBS

JAGRAN LAKECITY UNIVERISTY,

BHOPAL

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 CERTIFICATE OF DECLERATION

I, Ayushi Garve, a student of Jagran Lakecity University, Bhopal, hereby declare that the project
proposal titled "Exploring the Impact of Remote Work on Employee Engagement and Productivity
in IT Sector" is my original work and has not been submitted earlier for any academic purpose.
I also declare that all the data, facts, figures, and other information presented in this report are accurate
and true to the best of my knowledge and abilities. Any external sources, references, or contributions
from other individuals have been appropriately cited and acknowledged in the bibliography section.

SUBMITETD BY:
AYUSHI GARVE
JLU06828
MBA – 4th Semester
BHOPAL

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 TABLE OF CONTENTS

S.NO. CONTENT PAGE NO

01 Introduction 05-14
1.1 Background of the study
1.2 Problem Statement
1.3 Research Objectives
1.4 Scope of the Study
1.5 Limitations of the Study

02 Review of Literature 15-17

03 Research Methodology 18-19

3.1 Hypothesis
3.2 Research Design
3.3 Data Collection
3.4 Sample Size

04 Analysis and Interpretation 20- 27

4.1 Format of Figures
4.2 Hypothesis Evaluation

05 Findings and Conclusion 28- 31

5.1 Findings
5.2 Conclusion
5.3 Recommendations

06 Appendix 32- 35
07 References and Bibliography 36

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 EXECUTIVE SUMMARY

This dissertation investigates the impact of remote work on employee engagement and productivity,
utilizing primary research conducted through an online questionnaire. In recent years, the adoption of
remote work has surged, driven by technological advancements and changing attitudes towards
workplace flexibility. However, the implications of this shift on employee engagement and productivity
remain complex and multifaceted, necessitating a comprehensive examination.

The research methodology employed a structured online questionnaire distributed to a diverse sample of
employees across various industries. The questionnaire assessed key factors such as job satisfaction,
communication effectiveness, work-life balance, and perceived productivity levels. Statistical analysis
of the collected data provided insights into the relationship between remote work, employee
engagement, and productivity.

Findings reveal that remote work significantly influences employee engagement, with a notable impact
on factors such as autonomy, flexibility, and job satisfaction. Moreover, effective communication
emerges as a critical determinant of engagement and productivity in remote work settings. The study
also identifies challenges associated with remote work, including feelings of isolation, blurred
boundaries between work and personal life, and technological constraints.

Despite these challenges, remote work offers opportunities for organizations to enhance employee
engagement and productivity through targeted interventions such as fostering a culture of trust,
providing adequate technological support, and implementing flexible work arrangements. Additionally,
the study underscores the importance of leadership support and clear communication in mitigating the
negative effects of remote work on engagement and productivity.

In conclusion, this dissertation contributes to the growing body of knowledge on remote work by
shedding light on its impact on employee engagement and productivity. The findings offer valuable
insights for organizations seeking to optimize their remote work practices and create conducive
environments for employee well-being and performance in an increasingly digital and flexible work
landscape.

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 1. INTRODUCTION
By enabling employees to perform their duties outside of the traditional office environment, remote
work has revolutionized traditional work patterns. The purpose of this study is to examine how remote
work affects productivity and employee engagement. We study the numerous elements affecting
employee engagement and productivity in a remote work environment using a thorough literature review
and empirical research.

To provide a theoretical framework, the literature study looks at previously published studies on remote
work, employee engagement, and productivity. In the context of remote work, important aspects
influencing employee engagement and productivity, including work- life balance, communication and
collaboration tools, managerial support, and technical infrastructure, are examined.

The empirical research involves surveys and interviews with a diverse sample of employees from
different industries and organizations to gather insights on their experiences with remote work. The data
collected is then analyzed using both qualitative and quantitative methods.

Preliminary findings suggest that remote work has significant effects on employee engagement and
productivity. A remote work environment can enhance employee engagement by providing greater
autonomy and flexibility in managing their work schedules. However, challenges in maintaining a work-
life balance and feelings of isolation may negatively impact engagement levels.

Productivity, on the other hand, appears to be influenced by factors like the availability of suitable
communication and collaboration tools, supportive management, and access to a reliable technology
infrastructure. While some employees report increased productivity due to reduced distractions, others
indicate difficulties in staying focused without direct supervision. (International Journal of Research
Publication and Reviews, Vol 4, no 8, pp 1711-1717 August 2023)

Employee engagement refers to the level of emotional commitment and dedication an employee has
towards their work, organization, and its goals. Engaged employees are enthusiastic about their jobs,
motivated to contribute to the organization's success, and are willing to go the extra mile to achieve
objectives. Here are some key aspects of employee engagement:

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Emotional Connection: Engaged employees feel a strong sense of attachment to their work and the
organization. They find their work meaningful and fulfilling, which leads to a higher level of job
satisfaction.

Motivation: Engaged employees are intrinsically motivated to perform well. They are driven by a sense
of purpose, personal growth, and a desire to make a positive impact.

Commitment: Engaged employees are committed to the organization's goals and values. They are more
likely to stay with the company long-term and actively contribute to its success.

Productivity: Engaged employees tend to be more productive as they are focused, motivated, and
willing to invest effort in their work.

Communication and Collaboration: Engaged employees are more likely to communicate openly,
collaborate with their colleagues, and share ideas. This fosters a positive work environment and
enhances creativity and innovation.

Recognition and Feedback: Engaged employees appreciate recognition for their contributions and
value constructive feedback. They thrive in environments where their efforts are acknowledged and their
development is supported.

Employee productivity refers to the efficiency and effectiveness with which employees utilize their time,
skills, and resources to achieve organizational goals. Productive employees consistently produce high-
quality work and contribute to the overall success of the organization. Here are some factors influencing
employee productivity:

Clear Goals and Expectations: When employees understand their roles, responsibilities, and
performance expectations, they can align their efforts with organizational goals more effectively.

Resource Availability: Providing employees with the necessary tools, equipment, and resources
enables them to perform their tasks efficiently. Lack of resources can hinder productivity and morale.

Training and Development: Investing in employee training and development enhances their skills,
knowledge, and capabilities, leading to improved performance and productivity.

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Workplace Environment: A positive work environment that promotes collaboration, communication,
and work-life balance can boost employee morale and productivity.

Effective Leadership: Strong leadership provides direction, support, and motivation to employees.
Leaders who foster trust, empowerment, and recognition create an environment conducive to
productivity.

This research contributes to the growing body of knowledge on remote work by shedding light on its
effects on employee engagement and productivity. Organizations can use these insights to develop
effective remote work policies and practices, tailor-made to suit their workforce and operational
requirements.

However, it is essential to note that the research is limited to a specific time frame and circumstances.
As remote work continues to evolve, further studies are required to understand the long-term impact and
best practices for maximizing employee engagement and productivity in remote work settings.

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 1.1 BACKGROUND OF THE STUDY

The concept of remote work, also known as telecommuting or telework, has been steadily gaining
traction over the past few decades, driven by advancements in technology and changing attitudes
towards work-life balance. Remote work refers to a work arrangement where employees have the
flexibility to perform their job duties outside of the traditional office environment, often from home or
other remote locations. This trend has been significantly accelerated by the global COVID-19 pandemic,
which forced many organizations to adopt remote work practices to ensure business continuity while
adhering to social distancing guidelines.

Remote work offers several potential benefits for both employers and employees. For employees, it
provides greater flexibility in managing work schedules, reduces commute times, and can improve
work-life balance. For employers, it can lead to cost savings on office space and utilities, increase access
to a wider talent pool, and potentially boost employee productivity. However, despite these potential
advantages, remote work also presents several challenges, particularly related to maintaining employee
engagement and productivity. (International Journal of Research Publication and Reviews, Vol 4,
no 8, pp 1711-1717 August 2023)

Employee engagement refers to the level of emotional commitment and connection that employees have
towards their work, their colleagues, and the organization as a whole. Engaged employees are more
likely to be motivated, productive, and committed to achieving organizational goals. However, remote
work can pose challenges to employee engagement by reducing opportunities for face-to-face
interaction, increasing feelings of isolation, and blurring the boundaries between work and personal life.

Similarly, while remote work has the potential to enhance productivity by eliminating distractions and
reducing the time spent commuting, it can also lead to challenges in terms of communication,
collaboration, and accountability. Without the structure provided by a physical office environment,
employees may struggle to stay focused, maintain regular communication with colleagues, and prioritize
tasks effectively.

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Given the growing prevalence of remote work and its potential impact on employee engagement and
productivity, it is essential for organizations to understand the factors that influence these outcomes in a
remote work environment. By exploring the relationship between remote work, employee engagement,
and productivity, organizations can identify strategies for effectively managing remote teams, fostering a
positive work culture, and maximizing the benefits of remote work while minimizing its potential
drawbacks.

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 1.2 STATEMENT OF THE PROBLEM

As organizations worldwide continue to adapt to evolving work dynamics, the paradigm of remote work
has emerged as a significant trend reshaping the modern workplace. The integration of remote work
practices has been accelerated by technological advancements, changing employee preferences, and the
necessity brought about by global events such as the COVID-19 pandemic. While remote work offers
unprecedented flexibility and potential benefits for both employers and employees, its implications on
employee engagement and productivity remain a subject of considerable debate and inquiry.

In the context of this dissertation, the primary aim is to investigate the multifaceted relationship between
remote work, employee engagement, and productivity within contemporary organizational settings.
While numerous studies have examined aspects of remote work individually, there exists a critical
knowledge gap regarding its holistic impact on employee engagement and productivity, particularly in
the context of diverse industries and organizational structures. Therefore, this research endeavors to
address the following key questions:

1. What are the perceptions and experiences of employees regarding remote work, particularly in
terms of its impact on their engagement with their work and the organization?
2. How does remote work influence various dimensions of employee engagement, including
emotional, cognitive, and behavioral aspects?
3. To what extent does remote work affect employee productivity, considering factors such as task
completion, work quality, and overall performance?
4. What are the underlying mechanisms or mediating factors that may explain the relationship
between remote work, employee engagement, and productivity?
5. Are there significant differences in the impact of remote work on employee engagement and
productivity across different demographic groups, job roles, or organizational contexts?

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To address these questions, this dissertation proposes to conduct primary research utilizing an online
questionnaire survey methodology. By gathering quantitative data from a diverse sample of employees
across various industries and organizational settings, the study aims to provide empirical insights into
the complex dynamics of remote work and its implications for employee engagement and productivity.
Ultimately, the findings of this research endeavor to inform organizational policies, practices, and
strategies aimed at optimizing the remote work experience to enhance employee well-being,
organizational performance, and overall effectiveness in the modern workplace.

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 1.3 PROJECT OBJECTIVES

1. Assessing the level of employee satisfaction and engagement in remote work scenarios through
survey.
2. Investigating the extent to which remote work influences employee engagement.
3. Investigating the extent to which remote work influences employee productivity.

These objectives aim to provide a comprehensive understanding of how remote work influences
employee engagement and productivity and offer practical recommendations for organizations to
leverage the benefits of remote work while addressing potential challenges.

1.4 SCOPE OF THE STUDY

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1. Adapting to Changing Work Trends: With the increasing prevalence of remote work,
organizations need to adapt to changing work trends. Studying its impact helps in developing
strategies that align with the needs and expectations of a workforce that may no longer be
confined to traditional office settings.
2. Enhancing Organizational Performance: The study can contribute to strategies that enhance
organizational performance by identifying factors that positively influence employee
engagement and productivity in remote work environments. This, in turn, can lead to increased
efficiency and effectiveness within the organization.
3. Optimizing Remote Work Policies: Insights gained from the research can aid organizations in
optimizing their remote work policies. Understanding what contributes to employee engagement
and productivity helps in formulating policies that support a healthy work-life balance, foster
collaboration, and promote employee well-being.
4. Improving Employee Satisfaction: Remote work can impact employee satisfaction in various
ways. By identifying the aspects that contribute to or hinder engagement and productivity,
organizations can tailor their approaches to improve overall employee satisfaction and job
fulfillment.
5. Strategic Talent Management: As remote work becomes a prominent feature of the
professional landscape, organizations need to attract and retain top talent. Understanding the
impact of remote work on engagement and productivity is crucial for strategic talent
management, helping organizations remain competitive in the recruitment market.

1.5 LIMITATIONS OF THE STUDY

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1. Response Bias: Survey respondents may not provide accurate or truthful answers, leading to
response bias. This could be due to social desirability bias (respondents giving answers they
think are socially acceptable) or acquiescence bias (tendency to agree with statements regardless
of content).

2. Low Response Rate: Getting a sufficient number of responses can be challenging, leading to a
low response rate. This can affect the reliability and validity of your findings.

3. Resource and Time Constraints: Designing, administering, and analyzing surveys can be time-
consuming and resource-intensive. Limited resources or time constraints may restrict the scope
or quality of the survey.

4. Limited Depth: Surveys often provide superficial insights and may not capture the depth of
understanding that other research methods, such as interviews or case studies, can provide. They
are typically limited to closed-ended questions, which may not uncover the nuances of
participants' experiences or perspectives.

5. Lack of Causality: Cross-sectional studies capture data at a single point in time, making it
difficult to establish causality. Without the ability to track changes over time, it's challenging to
determine the direction of relationships between variables.

6. Susceptibility to Selection Bias: Cross-sectional studies may be susceptible to selection bias,

particularly if the sample is not representative of the population of interest. Biased samples can
lead to inaccurate conclusions or limited applicability of findings.

1. LITERATURE REVIEW

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A study was conducted in which they investigated if WFH-related job demands and job resources are
related to remote work productivity and work engagement as well as on stress. We found that the
empirical results we analyzed and discussed, except for the relationships between distracting working
environment and the outcomes of productivity and stress, and the relationships between both autonomy
and self-leadership and stress, mostly confirmed our assumptions. We believe that this study contributes
to the literature concerning remote work and the well-being of remote workers that, during the COVID-
19 pandemic, which is marked with relevant emotional and health implications. (Toyin Agibade Adisa,
Chidiebere Ogbonnya and Olatunji David Adekyo, 2021)

According to research, relying only on online communication for employee contact might result in fewer
productive meetings and limited collaboration, which costs time and efficiency and lowers productivity
levels. Working from home and interacting through technology can also restrict the range of
communications at the professional set-up and result in lost chances to engage with others as well as
create societal links. This is particularly evident in hybrid work organizations where the lack of visibility
can affect the formation of informal connections and the availability of information to specific groups of
employees, ultimately impacting their promotion and career development opportunities (McRae and
Kropp, 2022).

Similarly another study aimed at determining the impact of remote working on the employee motivation,
engagement, and job satisfaction in UAE service sector. A combination of primary and secondary
sources of data was used to this end. Survey of 316 employees from 4 service sector organizations
revealed that remote working increases work life balance, saves time, increases ability to work
independently, improves personal leadership and personal responsibility for one’s work; therefore
remote working has a positive impact on employee motivation, engagement and satisfaction. However,
with lack of face-to-face interaction with colleagues, blurred boundaries between work and personal life,
self-motivation related challenges, lack of an inspirational work environment and understanding from
family member’s side; there is also presence of negative impact of remote working on employee
motivation and job satisfaction level. Different physical, financial, and social/psychological factors like
working extra hours due to virtual nature of work, limited access to comfortable chair, designated work
area, increased use of personal resources like data usage, computer, save huge amount of transit fare,
opportunity of cost saving related to eating out and sense of leadership influence the job satisfaction;
hence organizations need to focus on these aspects. These findings from primary data correspond with
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those derived in the secondary data, i.e. remote working environment provides autonomy, provide
flexibility, saving time, and promotion of knowledge economy,
(Adnan Jawabri and Ayman Alarmoti , 2022)

And another study conducted states that there are three other bases for the Hybrid model are as specified
below:

1. They give the employees the option to choose which kind of work environment they are convenient
with and want to work in, for the company with their highest performance level.

2. Having a fixed number of employees engaged in both traditional office work environment and virtual
work environment on a rotation basis (e.g., 40% employees in traditional office work environment and
60 % virtual work environment) either daily, weekly, monthly, or any other time period, which the
company is comfortable with.

3. Based on four degrees, i.e., not satisfactory, satisfactory, good and excellent for performance levels
of employees' in the last six months i.e., when employees worked traditionally and in the last six
months, when they have worked virtually. A comparison is made to help the company in making the
decision to call the employees. A decision would be taken on whether calling employees to traditional
office work environment would be advantageous or disadvantageous for the company. (Dr. Sachi
Yadav , 2020)

The firm performance is associated with indicators related to remote work in information
technology (IT) industry (Raj et al., 2023). Work-from-home (WFH) has supported the society
during the recent pandemic but there is need to know about the impact of WFH on employee

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productivity (Anakpo et al., 2023). Initially organizations have forced employee to work from
home, from the other side the employee productivity has significantly improved in IT sector
(Haridas et al., 2021). Despite of benefits with WFH there is negative association between
employee productivity and remote working mode (Farooq & Sultana, 2022). Work-life balance
(WLB) performed mediating role on the link between WFH and employee productivity
(Prasetyaningtyas et al., 2021).

Gaps in Literature:-

Previous academic and professional work on work from home employee has been mainly focused on
determining the efficiency and cost associated with this workplace alternative. Work from home
research is more associated with employee and organization convenience of performing tasks. But in
research, it will be focusing on The Impact of Remote Work on Employee Engagement and Productivity
in IT Sector.

2. RESEARCH METHODOLOGY

This section contains the method design for gathering necessary data and information for analysis to
address the research objectives and questions. In this study, we will conduct exploratory research for the

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understanding the impact of employee engagement and productivity in the virtual environment. The
research is flexible, versatile, interactive, and helps us understand the underlying opinions and
motivation in the new normal created by the covid pandemic. It also helps us uncover the new potential
parameters that are not been tapped and provide a more insightful exposure to problems to develop
ideas. This qualitative research, by both working on primary data as well as exploring secondary data,
will be a key to map the engagement levels.

 Hypothesis :-

H1: Remote work positively influences employee productivity in IT sector.

H2 : Remote work positively influences employee engagement in IT sector.

 The study:-
The study is exploratory in nature and undertaken to explore the impact of remote work on employee
engagement and productivity.

 The Tools:-

For Data Collection: The study is mainly based on primary data. The primary data was collected from
self-structured questionnaire. Some secondary data required for the study was collected from journals,
books, internet, websites, etc.

 Sample Size:-
The sample size for this study was depended on the questionnaire and the number of questions asked
in the questionnaire. The estimated number would be 5 times of the number of questions in the
questionnaire.

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 3. ANALYSIS AND INTERPRETATION

On the following pages, several graphical depictions and debates based on the survey results are shown.

Gender:-

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A little more than respondents are male i.e. 58.1% and 41.9% respondents are female.

Age:-

Majority of the respondents are in the age group of 20-30 i.e. 83.9%, 9.7% are in the age group of 30-40
and 6.5% are in the age group of above 40.

Employment Status:-

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Majority of the respondent’s full time employees i.e. 64.5%, followed by 16.1% are part time workers,
9.7% are freelancer and 3.2% are contractual employees, whereas, 6.5% are students.

Q.1. How long have you been working remotely?

Majority of the respondents has been working remotely from less than 6 months i.e. 32.3%, this aspect
can help us assess if there is a difference in engagement and productivity of the respondents on various
parameters depending on the number of days they work remotely. 29% employees and working
remotely from past 6 months to 1 year, 19.4% are working from 2-5 years, 16.1% are working since 1-2
years and similarly 3.2% employees are working remotely from more than 5 years .

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Q.2. How frequently do you work remotely?

According to the survey, majority of the respondents work remotely as needed or occasionally i.e.
35.5%, whereas 32.2% respondents work remotely for full time i.e. they have 100% remote work ,
another set of respondents i.e. 25.8% have part time remote work or they have less than 100% remote
work and minimum respondents i.e. 6.5% work rarely/ never.

Q.3. How satisfied are you with your current remote work arrangement?

As per the responses, majority of the respondents i.e. 38.7% are satisfied with their remote work
arrangements , 29% respondents are very satisfied , 25.8% respondents are neutrally satisfied from
remote work and rest of the 6.5% respondents are not so satisfied from their current remote work
arrangements.

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Q.4. To what extent do you feel connected to your team and colleagues while working remotely?

In the above response, two sets of equal respondents i.e. 38.7% respondents feel strongly connected to
their team and colleagues while working remotely, similarly another 38.7% respondents feel somewhat
connected to their teams, whereas 16.1% respondents are neutral for their connectivity while working
remotely, while 6.5% respondents feel somewhat disconnected from their teams and colleagues.

Q.5. How would you rate your overall engagement and motivation levels while working
remotely compared to working in a traditional office setting?

In the above question, I have given a rating scale from 1-5, 1 being the lowest and 5 being the highest,
the respondents have rated as per their overall engagement and motivation levels while working
remotely, maximum respondents i.e. 29% have rated neutrally on the scale number 3, their rating is
between 7.5-10.

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Q.6. To what extent do you feel your company effectively recognizes and rewards your
contributions while working remotely?

As per the respondents, maximum respondents i.e. 41.9% employees feel that their company effectively
recognizes and rewards their contributions while working remotely, 38.7% consider moderately and
9.7% feel to a lower degree, and 9.7% feel that they are not recognized at all.

Q.7.What factors contribute most to your productivity while working remotely? (Select all that
apply)

In my survey, I asked the employees about what factors contribute most to their productivity while
working remotely, various options were given, maximum respondents i.e. 61.7% think that they get
flexibility in work hours, 48.4% think that there is reduced commute time, 41.9% respondents think that
they have better work life balance, but very less respondents i.e. 6.5% consider that they have access to
necessary tools and technology while working remotely.

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Q.8. How would you rate your productivity levels while working remotely compared to working
in a traditional office setting?

As per the respondents, on the scale of 1-5 (1 being highest and 5 being lowest), maximum respondents
have rated impartially on the scale 3, 25.8% respondents have rated on 1 which means that they believe
their productivity level is highest while working remotely, and 6.5% think that they have zero
productivity level while working remotely.

Q.9. Do you have a dedicated workspace at home for remote work?

Majority of the respondents i.e. 86.2% have their dedicated workspace at home for remote work,
whereas a little number of respondents i.e. 13.8% do not have any particular workspace for their remote
work.

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Q.10. Overall, how would you rate your experience with remote work?

As per the respondents, 51.6% have a positive experience with remote work, 29% have very positive
experience while, and 19.4% respondents have neutral or impartial experience with their remote work.

HYPOTHESIS EVALUATION

H1: Remote work positively influences employee productivity in the IT sector.

The survey results show a mixed perception of productivity levels while working remotely. While a
significant portion rates their productivity highly, some also rate it neutrally or even at zero. Factors

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such as workspace availability and access to necessary tools and technology also influence productivity.
Remote work offers flexibility and reduced commute for many (61.7% & 48.4%), potentially
contributing to productivity. However, the lack of emphasis on technological resources suggests room
for improvement in supporting remote work setups.

Conclusion: The hypothesis is partially supported. Remote work does have a positive influence on
productivity for many employees, but various factors can affect individual experiences.

H2: Remote work positively influences employee engagement in the IT sector.

The survey indicates that a majority of respondents are satisfied with their remote work arrangements,
feel connected to their teams, and have a positive overall experience with remote work. A good majority
(77.4%) feel connected (strongly or somewhat) to their teams while remote. However, a neutral response
regarding overall engagement (29%) indicates a need to address potential drawbacks. Remote work
fosters team connection for many, but overall engagement might be stagnant.

Conclusion: The hypothesis is supported. Remote work generally fosters employee engagement in the
IT sector, as evidenced by satisfaction levels and connection with colleagues.

4. FINDINGS AND CONCLUSION

5.1 FINDINGS

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According to the survey, below is the analysis and interpretation of the data collected through a
questionnaire to explore the impact of remote work on employee engagement and productivity.

Duration of Remote Work: The majority of respondents have been working remotely for less than 6
months (32.3%), indicating a recent shift to remote work for many. This suggests a mix of experiences
and adaptation levels among respondents, which could impact their engagement and productivity
differently.

Frequency of Remote Work: The survey shows that remote work varies in frequency among
respondents. While 35.5% work remotely as needed or occasionally, 32.2% work full-time remotely.
This distribution highlights the diverse nature of remote work arrangements among the respondents.

Satisfaction with Remote Work Arrangements: A significant portion of respondents (38.7%) are
satisfied with their remote work arrangements, with 29% being very satisfied. However, there is still a
notable portion (6.5%) who are not satisfied, indicating room for improvement in remote work policies
or environments.

Team Connectivity: The data suggests that a considerable portion of respondents feel connected to their
teams while working remotely (38.7% strongly connected, 38.7% somewhat connected). However, there
is also a minority who feel disconnected to varying degrees (6.5% somewhat disconnected).

Engagement and Motivation Levels: Most respondents (29%) rated their overall engagement and
motivation neutrally (3 on a scale of 1-5). This indicates that while many are not strongly motivated,
they are also not entirely disengaged, suggesting a potential for improvement in this area.

Recognition and Rewards: A significant portion of respondents (41.9%) feel that their company
effectively recognizes and rewards their contributions while working remotely. However, there are also
notable percentages who feel less recognized, indicating a potential area for companies to focus on to
enhance employee satisfaction and motivation.

Factors Contributing to Productivity: Flexibility in work hours is identified as the most significant
factor contributing to productivity by the majority of respondents (61.7%). Other factors such as reduced

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commute time and better work-life balance are also considered important. However, a small percentage
feels that access to necessary tools and technology is lacking, which could hinder productivity.

Productivity Levels: While most respondents rated their productivity neutrally (3 on a scale of 1-5),
indicating average productivity levels, there are notable percentages who rated themselves at the
extremes (25.8% highest productivity, 6.5% zero productivity). This suggests variability in productivity
experiences among respondents.

Workspace Availability: A large majority of respondents (86.2%) have a dedicated workspace at home
for remote work. This indicates preparedness among the majority of respondents to effectively work
remotely, which could positively impact their productivity and satisfaction.

Overall Experience with Remote Work: The majority of respondents (51.6%) have a positive
experience with remote work, with a significant portion (29%) having a very positive experience.
However, there are also respondents (19.4%) who have a neutral or impartial experience, indicating a
mixed sentiment towards remote work among the surveyed population.

Based on the findings, we can recommend that organizations should focus on ensuring that the
employees working in remote mode need to feel more engaged, this will lead to their job satisfaction and
hence retention.

4.2 CONCLUSION

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Many inferences can be drawn from the survey that was conducted, the data that was gathered, and
the analysis that was done.

By means of carrying out this research project, where data was collected systematically, analysis was
made and certain inferences were drawn. The outcomes have helped in making certain
recommendations for the betterment of the hybrid-work-systems in the organisations.

Organisations today face the biggest dilemma, whether to enable to its employees to work entirely
in virtual mode or to encourage in-office work. There are pros and cons in both the scenarios. While
it is evident from the study that in cases where employees have been given freedom to select the
location of their choice for works, their productivity has been higher and so has been their wellbeing.
Fully flexible work mode and fully remote work modes have received the highest ratings which
indicates that people who are working in these modes are more likely to achieve their targets and be
able maintain their work-life balance.

Based on the findings, we may advise organisations to put more effort into making remote workers
feel more involved, since this will increase their job satisfaction and, in turn, increase employee
retention. Also, it has been found that there is a clear link between employee happiness and
productivity.

As a result, businesses must promote employee happiness in order to increase productivity.

Additionally, it is clear that offering totally remote work as an option or designating more days as
remote working days offers several advantages in terms of productivity. A completely flexible
hybrid model may also be taken into account for use.

There is a lot to study in this field as hybrid work set-ups are evolving with time. With the advent of
technology, we will see that more and more new findings will emerge in this field. The hybrid work
set-ups can be the solution to a lot of business and talent related problems.

There is a lot of scope for further research in this field. The right balance needs to be created
between the number of days the employees are working virtually and in-office, there optimum
results can be delivered when employees are able to stay engaged in their jobs, are productive and at
the same time are able to maintain their wellbeing

5.3 RECOMMENDATIONS
30
We can recommend that the companies HR policies should direct their policies towards making their
hybrid-work policies that are in sync with the needs of the employees. Arrangements that support
Productivity and Wellbeing in a better way should be adopted. It is also evident that having a greater
number of days as remote working days or giving fully remote work as an option has a lot of benefits as
far as productivity is concerned. A fully flexible hybrid model can also be considered for
implementation. Organizations can work on boosting employee wellbeing as it has a strong correlation
with productivity, which will result in better achievement of objectives. As it is evident that the
correlation between Adjustment to hybrid work with Employee Engagement, that the companies need to
work in the direction of boosting the engagement levels of the employees, especially in case where the
number of days the person is working virtually increases. Companies need to ensure that the employees
are able to adjust to the hybrid work-set up in a smooth and seamless manner as it has a direct
correlation with employee productivity and wellbeing.

APPENDIX
31
 QUESTIONNAIRE

1. Gender
 Male
 Female
 Prefer not to say

2. Age
 20-30
 30-40
 Above 40

3. Job Title (Designation)

4. Employment Status
 Full Time
 Part Time
 FreeLancer
 Contractual

5. Field of work / Industry

6. How long have you been working remotely?

 Less than 6 months
 6 months to 1 year
 1-2 years
 2-5 years
 More than 5 years

7. How frequently do you work remotely?

32
 Full – time (100% remote)
 Part – time (less than 100% remote)
 Occasionally (as needed)
 Rarely/ never

8. How satisfied are you with your current remote work arrangements?
 Very satisfied
 Satisfied
 Neutral
 Dissatisfied
 Very dissatisfied

9. To what extent do you feel connected to your team and colleagues while working remotely?
 Strongly connected
 Somewhat connected
 Neutral
 Somewhat disconnected
 Strongly disconnected

10. How would you rate your overall engagements and motivation levels while working remotely
compared to working in a traditional office setup?
Higher
1
2
3
4
5
Lower

33
11. To what extent do you feel your company effectively recognizes and rewards your contributions
while working remotely?
 To a great extent
 To a moderate extent
 To a little extent
 Not at all

12. What factors contribute most to your productivity while working remotely? (Select all that apply)
 Flexibility in work hours
 Reduced commute time
 Better work-life balance
 Improved focus and concentration
 Access to necessary tools and technology
 Supportive work environment

13. How would you rate your productivity levels while working remotely compared to working in a
traditional office setting?
Higher
1
2
3
4
5
Lower

14. Have you faced any challenges in maintaining productivity while working remotely? If yes, please
specify.

34
15. Do you have a dedicated workspace at home for remote work?

 Yes
 No

16. Overall, how would you rate your experience with remote work?
 Very positive
 Positive
 Neutral
 Negative
 Very negative

35
 REFERENCES AND BIBLIOGRAPHY

https://www.emerald.com/insight/content/doi/10.1108/ITP-12-2020-0850/full/html

http://www.rrijm.com/index.php/RRIJM/article/view/86

http://www.kuey.net/index.php/kuey/article/view/1426

https://www.ceeol.com/search/article-detail?id=998373

https://ijrpr.com/uploads/V4ISSUE8/IJRPR16266.pdf

https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4653304

https://www.researchgate.net/publication/
370881563_The_Impact_of_Remote_Work_on_Employee_Productivity_and_Well-
being_A_Comparative_Study_of_Pre-_and_Post-COVID-19_Era

https://typeset.io/questions/how-does-remote-working-impact-employee-engagement-and-4l3m2dylzg

https://www.upskillist.pro/blog/employee-engagement-for-remote-workforce/

https://www.researchgate.net/publication/
357831099_Employee_Engagement_in_A_Remote_Working_Scenario

https://www.mdpi.com/2071-1050/15/5/4529

https://kkgpublications.com/wp-content/uploads/2022/07/ijbas.8.10002-2.pdf

https://clockit.io/impact-of-remote-work-on-employee-engagement/

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9566387/

https://norma.ncirl.ie/5856/1/ellenbeattie.pdf

https://tuengr.com/A12/12A10/12A10G.html

https://www.tandfonline.com/doi/full/10.1080/09585192.2022.2075235

http://ieomsociety.org/proceedings/2021rome/313.pdf

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https://www.humanresourcestoday.com/taurus/media/humanresourcestoday/resources/resource_138.pdf

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