Editorial Board

A Refereed Monthly International Journal of Management

Navigating the Future of Work: The Impact of Remote Work Policies on Employee Engagement and Organizational Culture in A Post-Pandemic Era

 

Elvira Y. Cherkesova

Professor

Institute of the Service Sector

and Entrepreneurship (branch) DSTU,

Shakhty, Russia

Cherkesova.elvira@yandex.ru

https://orcid.org/0000-0002-5958-5926

 

Evgeniya A. Breusova

Associate Professor

Institute of the Service Sector

and Entrepreneurship (branch) DSTU,

Shakhty, Russia

eva_breusova@mail.ru

https://orcid.org/0000-0002-0852-3610

 

Irina I. Slatvitskaya

Associate Professor

Institute of the Service Sector

and Entrepreneurship (branch) DSTU,

Shakhty, Russia

sii-64@mail.ru

https://orcid.org/ 0000-0001-6002-7465

 

Andrey I. Novikov

Associate Professor

Institute of the Service Sector

and Entrepreneurship (branch) DSTU,

Shakhty, Russia

novikov-1962@bk.ru

https://orcid.org/0000-0003-4359-979X

 

Natalia I. Kolomoets

Associate Professor

Institute of the Service Sector

and Entrepreneurship (branch) DSTU,

Shakhty, Russia

kolomoec2003@mail.ru

https://orcid.org/0009-0006-2162-4463

 

 

 

Abstract

The COVID-19 pandemic has accelerated the shift to remote and hybrid work models, reshaping how organizations engage with their employees and maintain their culture so the major objective of this research was to study the impact of remote work environment policies on employee engagement and organizational culture in a post-pandemic era. The research was done in the Bengaluru district of Karnataka state, and by using the convenience sampling method 527 respondents were included in the sample. The data was collected with the help of a structured questionnaire and the same was analyzed by using frequency distribution, t-test and chi-square test. As per results, the major challenges faced by working professionals in remote work environments were access to resources/tools followed by difficulty communicating with colleagues and lack of team cohesion. According to respondents remote work policies align with their work style and preferences and there is a significant positive impact of remote work environment policies on employee engagement and organizational culture.

Key Words: Pandemic, Employee Engagement, Organizational Culture

Introduction

The COVID-19 pandemic has precipitated one of the most significant transformations in the global workforce in modern history. As lockdowns and social distancing measures became the norm, many organizations were forced to rapidly shift from traditional in-office work models to remote work arrangements (Bilderback.&Kilpatrick, 2024). What was initially seen as a temporary response to an unprecedented global crisis has since evolved into a permanent feature of the workplace for many industries and organizations. As a result, the way businesses operate, engage with employees and foster organizational culture has undergone dramatic changes, reshaping the future of work.

Remote work policies, once limited to specific sectors or roles, have now become mainstream. According to studies conducted in the wake of the pandemic, remote work has led to a rethinking of long-held assumptions about productivity, employee autonomy, and the role of physical office spaces in fostering collaboration (Paudel & Sherm, 2024; Sivaprakash & Venkatesh, 2023). However, as businesses continue to adjust to this new reality, questions arise about the longer-term impact of these policies on employee engagement, organizational culture, and the overall performance of firms.

Employee engagement, which is the degree of dedication, zeal, and emotional investment workers have in their jobs and their company, has become an area of focus in both academic and corporate discourse. Organizations have recognized that high levels of engagement correlate with improved job satisfaction, lower turnover, and greater productivity (Yu et al., 2020).  Yet, as remote work reshapes the dynamics of work relationships and team interactions, there are concerns about whether engagement levels are being maintained or eroded. In the post-pandemic world, where hybrid work models—which combine in-office and remote work—are becoming the new standard, this is particularly crucial (Fonseca, 2023). 

Organizational culture, which includes the common values, attitudes, and practices that characterize how work is done in a company, is also being tested at the same time. With teams working remotely or in hybrid settings, companies are grappling with how to maintain a strong, cohesive culture that aligns with their mission and vision. Although working remotely allows you greater freedom and flexibility, it also presents challenges such as a potential lack of social cohesion, difficulty in fostering informal communication, and the risk of employees feeling isolated or disconnected from the organization's core values.

This study aims to explore the evolving effect of remote work policies on organizational culture and employee engagement in a post-pandemic era. By investigating the experiences of employees and organizations that have implemented remote and hybrid work models, this research seeks to understand the challenges and opportunities that these work arrangements present. Specifically, the study will examine how remote work influences employee motivation, job satisfaction, productivity, and loyalty, while also exploring the strategies companies are employing to cultivate and sustain their organizational culture in an increasingly virtual work environment.

As the world of work continues to evolve, understanding the nuanced relationship between remote work, employee engagement, and organizational culture will be crucial for organizations seeking to adapt, thrive, and maintain a competitive edge in the post-pandemic era.

Review of Literature

The shift to remote and hybrid work arrangements, accelerated by external circumstances, has sparked considerable academic interest in understanding how these changes affect key organizational outcomes, notably employee engagement and organizational culture. The literature in this area explores how remote work policies influence employee behavior, motivation, job satisfaction, and organizational identity.

External changes forced the organizations to rapidly transition to remote work on a global scale. A study by Ogbu, Ozowe&Ikevuje (2024) found that this forced transition revealed both the potential and limitations of remote work, with many companies planning to retain flexible work arrangements. In a survey by Adisa, Ogbonnaya & Adekoya (2023), it was revealed that approximately 70% of employees were working remotely at least part-time, and a majority expressed a preference for continuing these arrangements. Remote work, therefore, is not a passing trend but a long-term shift in how work is structured and delivered.

Remote work policies typically vary in their implementation, with some companies offering fully remote options, while others adopt hybrid models that allow employees to split time between the office and their homes. A hybrid model presents both flexibility and complexity in terms of managing employee needs and maintaining organizational coherence. Yadav et al. (2020) emphasized that remote work policies should be tailored to the needs of different employees and organizational objectives to ensure that they promote productivity, engagement, and work-life balance.

Employee engagement has long been associated with organizational outcomes such as productivity, retention, and job satisfaction. It refers to the level of emotional commitment employees have towards their organization and its goals. In the context of remote work, Arunprasad et al. (2022) argue that remote employees' engagement levels may be influenced by factors such as autonomy, trust in leadership, and the ability to connect with colleagues. With remote work, employees experience increased flexibility, which can lead to higher satisfaction and engagement, provided that they are given the necessary tools and support.

However, other studies indicate that remote work can lead to disengagement if not properly managed. Asatiani et al. (2021) research found that remote workers who feel isolated or disconnected from their teams are more likely to experience lower levels of engagement. The lack of face-to-face interactions, spontaneous communication, and social connections can make employees feel less involved and less invested in their work. Alderfer’s  ERG theory suggests that employees’ social needs—particularly those relating to belongingness and interpersonal relationships—can be negatively impacted by the absence of in-person work.

Pass & Ridgway (2022) highlights that effective remote work policies that emphasize clear communication, consistent feedback, and employee development can mitigate these risks and lead to greater engagement. Regular virtual check-ins, team-building activities, and the fostering of an open organizational culture are key factors in sustaining engagement in a remote work environment.

The collective values, attitudes, and practices that influence how workers interact and do their jobs inside an organization are known as its organizational culture. It plays a crucial role in driving performance, fostering innovation, and maintaining a sense of identity. However, remote work challenges traditional methods of culture building, which typically rely on face-to-face interactions, shared experiences, and informal communication.

De-la-Calle-Durán & Rodríguez-Sánchez (2021) notedthat organizational culture is often transmitted through socialization processes that are most effective in physical environments. Remote work, with its lack of physical proximity, may disrupt these socialization processes, potentially weakening organizational cohesion and identity. Shaik, Makhecha& Gouda (2021) emphasize that organizational culture in remote environments requires intentional efforts to maintain, such as regular communication from leadership, promoting core values, and facilitating virtual collaboration.

Chanana & Sangeeta (2021) arguedthat remote work may lead to a "flattening" of organizational culture, as informal networks and hierarchies become less visible. Employees working remotely may feel less connected to the organization’s core values, which can undermine the sense of unity and collective purpose that is integral to a strong culture. Weideman & Hofmeyr (2020) suggest that while remote work can reduce the "watercooler" moments that help employees bond, it also offers the opportunity to rethink and reshape organizational culture in ways that emphasize trust, transparency, and flexibility.

A growing body of literature emphasizes the need for organizations to intentionally manage the relationship between remote work, employee engagement, and organizational culture. Hajjami& Crocco (2024)stressed that as work becomes increasingly digital, organizations need to invest in technology that enables collaboration, communication, and knowledge sharing. Platforms such as Slack, Zoom, and Microsoft Teams are pivotal in maintaining engagement, but they also require careful management to avoid digital burnout.

Haque (2023) found that high-performing remote teams are characterized by strong trust, shared goals, and clear communication. These elements are essential not only for engagement but for sustaining a vibrant organizational culture in a dispersed workforce. Hybrid work models, which blend in-office and remote work, offer a potential solution, providing employees with the flexibility of remote work while maintaining opportunities for face-to-face interaction that can nurture culture.

Ali et al. (2023) concluded that the future of work may lie in organizations’ ability to effectively blend remote work with in-person collaboration. Employees can benefit from both the flexibility and autonomy of remote work with this hybrid method, along with the social connectivity and cultural cohesion of in-office experiences. Furthermore, hybrid models may allow organizations to be more inclusive and equitable by providing employees with varied options for how they engage with the workplace.

Organizational culture and employee engagement are significantly impacted by the shift to remote and hybrid work models. Although working remotely has many advantages, such as flexibility and work-life balance, there are drawbacks as well related to isolation, disengagement, and culture erosion. To navigate these challenges, organizations must adopt intentional strategies that prioritize communication, trust-building, and cultural cohesion. It will be critical for businesses to strike a balance between the flexibility of remote work and the requirement to keep a motivated workforce and a solid, cohesive corporate culture as the nature of work continues to change.

Research Gap

While existing literature has extensively explored remote work policies, employee engagement, and organizational culture, there remains a significant gap in understanding the implications of these shifts in the post-pandemic era. While studies have begun to address the effect of remote work on organizational culture and employee engagement, significant research gaps remain in understanding the long-term, nuanced effects of remote work policies, particularly in post-pandemic settings. This study seeks to fill these gaps by exploring how remote work influences employee engagement and organizational culture over time, and how businesses can adapt their policies and practices to support both.

Objectives

1. To study the remote work experience of Working professionals
2. To study the challenges faced by working professionals in remote working environment
3. To study the impact of remote work environment policies on employee engagement in a post-pandemic era
4. To discuss the impact of remote work environment policies on organizational culture in a post-pandemic era.

Hypotheses

1. There is no significant impact of employee satisfaction on employee engagement in remote working environments.
2. There is no significant impact of remote work environment policies on employee engagement in a post-pandemic era.
3. There is no significant impact of remote work environment policies on organizational culture in a post-pandemic era.

Research Methodology

The research was conducted to study the impact of remote work environment policies on employee engagement and organizational culture in a post-pandemic era by using a causal research design.

Sampling:The population frame consisted of employees from various organizations in the Bengaluru district of Karnataka. Using convenience sampling, a total of 527 respondents were selected for the sample.

Data Collection:To collect the primary data a well-structuredsurvey was administered with the help of Google Docs. The survey form was divided into 6 sections i.e. (a) demographic profile (b) job profile (c) remote work experience(d) impact of remote work environment policies on employee engagement(e)impact of remote work environment policies on organizational culture (f) future perspective

Data Analysis:The data collected was coded in Excel and the same was imported into SPSS for further analysis. One sample t-test and chi-square have been used for hypotheses testing.

Results

This section provides the result of the statistical analysis.

Demographic Profile: The first section of the survey collected information about respondents’ demographics as shown in Table 1. An almost equal number of working professionals were taken into the sample from both male (49.72%) and female (50.28%) segments. As per age of working professionals, they belonged to five groups as depicted in Table 1. About36.43% of working professionals were aged below 30 years. 45.92% of working professionals were aged between 30 to 45 years, 15.18% of working professionals were aged between 45 to 60 years and 2.47% of working professionals were above 60 years of age. More than half of the respondents (51.04%) were residing in urban areas followed by 40.23% of professionals who were residing in semi-urbanareas. Only 8.73% of respondents said that they reside in rural areas.Out of the total respondents, 8.35% were graduates, 53.89% respondents were postgraduates and the rest of the respondents (37.76%) had professional degrees.

Table 1: Demographic Profile of Working professionals

Gender	N	Percentage
Male	262	49.72
Female	265	50.28
Total	527	100
Age	N	Percentage
Up to 30 Years	192	36.43
30 to 45 Years	242	45.92
45 to 60 Years	80	15.18
Above 60 Years	13	2.47
Total	527	100
Area of Residence	N	Percentage
Urban	269	51.04
Semi Urban	212	40.23
Rural	46	8.73
Total	527	100
Qualification	N	Percentage
Graduate	44	8.35
Post Graduate	284	53.89
Professional Degree	199	37.76
Total	527	100

 

Job Profile of Working professionals

After presenting the demographic profile this section discusses the job profile of working professionals as shown in Table 2. It was observed that 61.48% of respondents were engaged in a full-time job, 22.96% of respondents hadpart-time jobs and 15.56% of respondents were working on as freelance or contractual basis.More than 60% of the respondents were working in the IT (33.97%) or Finance (28.08%) department. 17.46% of respondents were employed in the marketing department, 11.20% of respondents were  working in the sales department and the remaining professionals (9.30%) were employed in the human resource department. As per data shown in Table 2,the maximum number of respondents (47.06%) were working at middle-level management posts followed by lower-level management (31.31%) and upper-level management (21.63%). When asked to describe their work experience, the analysis showed that the majority of respondents (49.15%) had job experience of 1 to 5 years followed by 5 to 10 years (28.46%). Around 1/5^th of the respondents (17.46%) were fresher who had yet not completed one year of their job and the remaining respondents (4.93%) had job experience of more than 10 years.

Table 2: Job Profile of Working Professionals

Employment Status	N	Percentage
Full-time	324	61.48
Part-time	121	22.96
Contract/Freelance	82	15.56
Total	527	100
Department	N	Percentage
Marketing	92	17.46
Sales	59	11.20
Human Resources	49	9.30
IT	179	33.97
Finance	148	28.08
Total	527	100
Management Level	N	Percentage
Lower	165	31.31
Middle	248	47.06
Upper	114	21.63
Total	527	100
Job Experience	N	Percentage
Less than 1 Year	92	17.46
1 to 5 Years	259	49.15
5 to 10 Years	150	28.46
More than 10 Years	26	4.93
Total	527	100

 

Remote work experience of Working professionals

Working professionals were asked how long they have been working remotely and it was observed that more than half of the respondents (58.63%) were working remotely for more than 2 years followed by 1 to 2 years (19.17%) and 6 months to 1 year (15.94%). The rest of the respondents (6.26%) said that they have started working remotely in the past six months only.According to results shown in Table 3, the majority of respondents (52.94%) indicated satisfaction with remote working environments and 22.77% of professionals were highly satisfied. Few working professionals have indicated dissatisfaction (8.54%) or high dissatisfaction (3.98%) with remote work environments.

Table 3: Remote work experience of Working professionals

How long have you been working remotely
Response	N	Percentage
Less than 6 months	33	6.26
6 months to 1 year	84	15.94
1-2 years	101	19.17
Over 2 years	309	58.63
Total	527	100
How satisfied are you with your current remote work setup
Response	N	Percentage
Highly Satisfied	120	22.77
Satisfied	279	52.94
Neutral	62	11.76
Dissatisfied	45	8.54
Highly Dissatisfied	21	3.98
Total	527	100

 

Challenges faced in the remote work environment

There are several differences in the office work environment and remote work environment so respondents were asked to indicate the challenges faced by them from rank 1 to rank 6. The final ranking was ascertained with the help of the mean score as shown in table 4. The major challenge faced by working professionals in remote work environments was access to resources/tools (mean=4.21, rank=1) followed by difficulty communicating with colleagues (mean=4.01, rank=2) and lack of team cohesion (mean=3.74, rank=3). The other challenges faced by respondents in remote work environments were ineffective meetings (mean=3.69, rank=4), distractions at home (mean=3.41, rank=5) and isolation (mean=3.25, rank=6).

Table 4: Challenges faced in remote work environment

Factors	Mean	S.D.	C.V.	Rank
Isolation	3.25	1.02	0.31	6
Difficulty communicating with colleagues	4.01	0.68	0.17	2
Distractions at home	3.41	0.58	0.17	5
Access to resources/tools	4.21	0.63	0.15	1
Lack of Team Cohesion	3.74	0.74	0.20	3
Ineffective Meetings	3.69	0.69	0.19	4

 

Impact of remote work environment policies on employee engagement

Table 5 shows the employee engagement status of working professionals. First of all, respondents were asked how engaged they feel while working in a remote environment and the majority of them (45.35%) indicated that they feel moderately engaged followed by highly engaged (14.04%). Few professionals (5.50%) feel not at all engaged while working remotely and 15.94% of respondents said that they feel slightly engaged in remote working environments.

Further, respondents were asked to indicate the factors that contributed the most to their engagement and it was observed that clear goals and expectations (55.41%) contributed the most followed by opportunities for collaboration (33.02%), recognition and rewards (7.97%) and access to training and development (3.61%). The maximum number of respondents (38.14%) said that their engagement has been increased in remote working environments however 36.43% of the respondents (25.43%) said that their engagement level has been decreased. According to 1/4^th of the respondents (25.43%) their engagement level has been decreased due to remote work environment.

Table 5: Employee Engagement Status of working professionals

How engaged do you feel in your work while remote
Response	N	Percentage
Highly Engaged	74	14.04
Moderately Engaged	239	45.35
Somewhat Engaged	101	19.17
Slightly Engaged	84	15.94
Not at All Engaged	29	5.50
Total	527	100
Which of the following factors contribute the most to your engagement
Response	N	Percentage
Clear goals and expectations	292	55.41
Opportunities for collaboration	174	33.02
Recognition and rewards	42	7.97
Access to training and development	19	3.61
Total	527	100
Have you experienced any changes in your engagement level while working remotely
Response	N	Percentage
Increased	201	38.14
Decreased	134	25.43
Stayed the same	192	36.43
Total	527	100

 

The maximum number of respondents (38.14%) said that their engagement has been increased in remote working environments however 36.43% of the respondents (25.43%) said that their engagement level has been decreased. According to 1/4^th of the respondents (25.43%) their engagement level has been decreased due to remote work environment. To measure the relationship between employee satisfaction and employee engagement following hypothesis has been taken:-

H₀1:There is no significant impact of employee satisfaction on employee engagement in remote working environment

H_a1:There is a significant impact of employee satisfaction on employee engagement in remote working environment

To test this hypothesis chi-square test has been applied as shown in Table 6. The value of chi-square is significant so it can be concluded that there was a significant impact of employee satisfaction on employee engagement in remote working environments. In other words it can be said that high employee satisfaction will lead to a high level of employee engagement and vice-versa.

Table 6: Chi-Square test result to measure the impact of employee satisfaction on employee engagement

Employee Satisfaction	Employee Engagement						Chi - Statistic	p-value	Result
	Highly Engaged	Moderately Engaged	Somewhat Engaged	Slightly Engaged	Not at All Engaged	Total
Highly Satisfied	48	41	10	12	9	120	214.848	0.000	Significant
Satisfied	15	165	56	40	3	279
Neutral	5	18	21	15	3	62
Dissatisfied	4	9	13	15	4	45
Highly Dissatisfied	2	6	1	2	10	21
Total	74	239	101	84	29	527

Level of Significance=5%

In order to gauge how remote work restrictions affected employee engagement, respondents were given a series of statements and asked to check which ones they agreed with.Table 7shows the agreement level of working professionals. The respondents were strongly agreed with the point that remote work policies align with their work style and preferences (mean=4.21). In the opinion of working professionals, they feel motivated to contribute to their team’s goals while working from home (mean=4.01), they believe remote work policies enhance their commitment to the organization (mean=3.87), they receive regular feedback from their supervisor that helps me stay engaged in my work (mean=3.84), their manager provides adequate support and guidance in a remote work environment (mean=3.79) and they have opportunities for professional development while working remotely (mean=3.62). Overall working professionals showed positive impact of remote work environment policies on employee engagement.

Table 7: Impact of remote work environment policies on employee engagement

Statements	Mean	S.D.	C.V.	Level of Agreement
I feel more engaged in my work since transitioning to remote work.	3.42	1.02	0.30	Agree
Remote work has allowed me to better focus on my tasks.	3.29	1.15	0.35	Neutral
I am encouraged to share my ideas and opinions in a remote work environment	3.41	0.92	0.27	Agree
I feel connected to my team, even while working remotely.	3.22	0.87	0.27	Neutral
My manager provides adequate support and guidance in a remote work environment.	3.79	0.74	0.20	Agree
I receive regular feedback from my supervisor that helps me stay engaged in my work.	3.84	1.05	0.27	Agree
I have opportunities for professional development while working remotely.	3.62	1.06	0.29	Agree
Remote work policies align with my personal work style and preferences.	4.21	0.98	0.23	Strongly Agree
I feel motivated to contribute to my team’s goals while working from home.	4.01	0.65	0.16	Agree
I believe remote work policies enhance my commitment to the organization.	3.87	0.74	0.19	Agree
I believe my contributions are recognized and valued in a remote setting.	3.29	0.88	0.27	Neutral

 

Table 8shows the overall impact of remote work environment policies on employee engagement in remote working environments. 17.60% of respondents said that there is a negative impact of remote working on employee engagement whereas more than 80% of respondents highlighted that remote work environment policies have a positive impact on employee engagement.

Table 8: Overall impact of remote work environment policies on employee engagement

Overall Impact	N	Percentage
Negative	93	17.6
Positive	434	82.4
Total	527	100

 

Although it has been proved that remote work environment policies significant positive impact on employee engagement still to check the significance of this impact following hypothesis has been taken:-

H₀2:There is no significant impact of remote work environment policies on employee engagement in a post-pandemic era

H_a2:There is a significant impact of remote work environment policies on employee engagement in a post-pandemic era

Table 9 shows the results of one sample t-test applied to test the above-mentioned hypothesis. As the value of the calculated mean (40.11) is higher than the theoretical mean (33) and the value of the t-statistic is significant it can be concluded that there is a significant positive impact of remote work environment policies on employee engagement in a post-pandemic era

Table 9:Result of one sample t-test to test the significant impact of remote work environment policies on employee engagement in a post-pandemic era

Variable	Test Value = 33		t- value	p-Value	Result
	Mean	S.D.
Overall Impact	40.11	2.41	67.726	0.000	Significant

Level of Significance=5%

 

Impact of remote work environment policies on organizational culture

As per results depicted in Table 10 according to the majority of respondents (55.41%), no shift in organizational culture has been observed due to remote work environment. 38.14% of working professionals said that their level of organizational culture has increased whereas 6.45% of professionals reported a decrease in organizational culture due to remote work environment.

More than half of the professionals (52.94%) said that remote work policies are somewhat aligned with the organization’s values and 31.88% of respondents indicated that remote work policies are fully aligned with the organization’s values.

Table 10: Organizational Culture in Remote Work Environment

How would you describe the organizational culture since the shift to remote work?
Response	N	Percentage
Increased	201	38.14
Decreased	34	6.45
Stayed the same	292	55.41
Total	527	100
How well do you think remote work policies align with the organization's values?
Response	N	Percentage
Fully Aligned	168	31.88
Somewhat Aligned	279	52.94
Not Aligned	80	15.18
Total	527	100

 

In order to gauge how regulations pertaining to remote work environments affect organizational culture, respondents were given a series of statements and asked to check which ones they agreed with.Table 11 shows the agreement level of working professionals. The respondents strongly agreed with the point that an organization fosters a culture of trust and accountability in a remote work environment (mean=4.28), remote work has enhanced the diversity and inclusivity of organizational culture (mean=4.28) and they believe that remote work has positively impacted our company’s innovation and creativity (mean=4.22). In the opinion of working professionals organization supports employee well-being and mental health in a remote setting (mean=4.09), the organizational culture has remained strong since employees transitioned to remote work (mean=3.74), remote work policies reflect the core values of our organization (mean=3.62), and company’s leadership effectively communicates the organization’s goals and values in a remote context(mean=3.52). Overall working professionals showed a positive impact of remote work environment policies on organizational culture.

Table 11: Impact of remote work environment policies on organizational culture

Statements	Mean	S.D.	C.V.	Level of Agreement
The organizational culture has remained strong since we transitioned to remote work.	3.74	1.05	0.28	Agree
Remote work policies reflect the core values of our organization.	3.62	1.09	0.30	Agree
The organization supports employee well-being and mental health in a remote setting.	4.09	0.95	0.23	Agree
There is a strong sense of community among employees, even when working remotely.	3.28	0.87	0.27	Neutral
Collaboration among team members has been effective in a remote setting.	3.13	0.76	0.24	Neutral
The organization fosters a culture of trust and accountability in a remote work environment.	4.28	0.98	0.23	Strongly Agree
I believe that remote work has positively impacted our company’s innovation and creativity.	4.22	0.88	0.21	Strongly Agree
Our leadership effectively communicates the organization’s goals and values in a remote context.	3.52	0.76	0.22	Agree
I feel comfortable sharing my ideas and feedback with my colleagues remotely.	3.19	0.94	0.29	Neutral
Remote work has enhanced the diversity and inclusivity of our organizational culture.	4.28	0.84	0.20	Strongly Agree
Team-building activities have been effectively adapted to a remote work environment.	3.21	1.05	0.33	Neutral

 

Table 12 shows the overall impact of remote work environment policies on organizational culture in remote working environments. 15.70% of respondents said that there is a negative impact of remote working on organizational culturewhereas more than 80% of respondents (84.30%) highlighted that remote work environment policies have a positive impact on organizational culture.

Table 12: Overall impact of remote work environment policies on organizational culture

Overall Impact	N	Percentage
Negative	83	15.7
Positive	444	84.3
Total	527	100

 

Although it has been proved that remote work environment policies have significant positive impact on organizational culture still to check the significance of this impact following hypothesis has been taken:-

H₀3:There is no significant impact of remote work environment policies on organizational culture in a post-pandemic era

H_a3:There is a significant impact of remote work environment policies on organizational culture in a post-pandemic era

Table 13 shows the results of one sample t-test applied to test the above-mentioned hypothesis. As the value of the calculated mean (40.54) is higher than the theoretical mean (33) and the value of the t-statistic is significant it can be concluded that there is a significant positive impact of remote work environment policies on organizational culture in a post-pandemic era

Table 13: Result of one sample t-test to test the significant impact of remote work environment policies on organizational culture in a post-pandemic era

Variable	Test Value = 33		t- value	p-Value	Result
	Mean	S.D.
Overall Impact	40.54	2.27	76.251	0.000	Significant

Level of Significance=5%

 

Future Perspective of Working Professionals

At the end of the survey respondents were asked how would you prefer to work in future and the results are shown in Table 14. The majority of professionals (62.43%) said they would like to work in hybrid manned in future i.e. combination of work from the office and remote. 24.29% of professionals are willing to work fully in an office in future and 13.28% of respondents would like to work in a remote environment in future.

Table 14: Future Perspective of Working Professionals

Do you prefer to continue remote work, return to the office, or adopt a hybrid model
Response	N	Percentage
Fully Remote	70	13.28
Hybrid	329	62.43
Fully In-Office	128	24.29
Total	527	100

 

Discussion

The results indicated Majority of working professionals were working remotely for more than 2 years and they were satisfied with the current remote work setup.The major challenges faced by working professionals in remote work environmentswere access to resources/tools followed by difficulty communicating with colleagues and lack of team cohesion. The majority of employees said that they feel moderately engaged in the remote work environment and their engagement level has been increased while working remotely.According to respondents remote work policies align with their work style and preferences and there is a significant positive impact of remote work environment policies on employee engagement.Further professionals highlighted that their organization fosters a culture of trust and accountability in a remote work environment as well as remote work has enhanced the diversity and inclusivity of organizational culture. Hypothesis results revealed the significant positive impact of remote work environment policies on organizational culture.Working professionals said that they would like to work in a hybrid manner in the future i.e. combination of work from the office and remote.

The study's conclusions offer insightful information about how remote work is changing and how it affects company culture and employee engagement. The finding that most professionals have been working remotely for over two years and express satisfaction with their remote work setup aligns with existing literature on the long-term sustainability of remote work. Bareket-Bojmel, Chernyak-Hai & Margalit (2023) reports that a majority of employees now prefer hybrid or remote work arrangements, citing greater flexibility and work-life balance as key drivers of satisfaction. These findings support the notion that remote work is not merely a temporary response to the pandemic but rather an enduring trend that many employees appreciate, especially when given the autonomy to manage their work-life balance.The challenges identified in this study—namely, access to resources/tools, communication difficulties, and lack of team cohesion—are consistent with previous research on remote work. According to Ogbu, Ozowe&Ikevuje (2024), remote workers often struggle with the absence of immediate access to resources and tools that would be available in a traditional office setting. Furthermore, Adisa, Ogbonnaya & Adekoya (2023) highlight that communication barriers can be exacerbated in remote environments, particularly when employees are geographically dispersed, leading to feelings of isolation and disconnection. These challenges underscore the need for organizations to implement robust technology solutions and promote proactive communication strategies to mitigate the negative effects on team dynamics and engagement.Asatiani et al. (2021) research, shows that while remote work can improve engagement for some employees by offering greater flexibility, the impact on engagement varies depending on individual preferences and organizational practices. Remote work can foster increased engagement, particularly when employees feel more autonomous and in control of their work environment. The increase in engagement found in this study may be explained by the flexibility remote work offers, which allows employees to better align their work schedules with personal commitments, thus improving job satisfaction and overall engagement.

Remote work can align well with employees' personal work styles, particularly those who value flexibility and autonomy. The alignment between work preferences and organizational policies has been shown to positively influence engagement as per Shaik, Makhecha& Gouda (2021). It also emphasize that flexibility in remote work policies is a key driver of engagement, as it allows employees to adapt their work to their natural rhythms and personal preferences.

The emphasis on trust, accountability, diversity, and inclusivity in the remote work environment is a noteworthy finding that resonates with Chanana & Sangeeta (2021), who argued that remote work, when managed well, can actually enhance organizational culture by shifting the focus toward outcomes rather than processes. Additionally, remote work provides organizations with the opportunity to enhance diversity and inclusivity, as it allows for a broader pool of talent from diverse geographical and cultural backgrounds. This finding supports the notion that remote work, while challenging, can also be a catalyst for positive cultural change in organizations.The preference for a hybrid work model found in this study is consistent with broader trends observed in the literature. Haque (2023) found that hybrid work has become the preferred model for many employees post-pandemic, as it blends the social advantages and teamwork opportunities of in-office work with the flexibility of remote work.

Conclusion

The findings of this study align with and expand upon, existing literature on remote work, employee engagement, and organizational culture. The positive aspects of remote work—such as increased engagement, alignment with personal work styles, and enhanced diversity—are in line with earlier research that highlights the benefits of flexibility and autonomy. However, the challenges of remote work, particularly in terms of communication and team cohesion, underscore the need for organizations to be proactive in addressing these issues through technology and effective management practices. Additionally, the preference for hybrid work reflects a growing consensus in the literature that combining remote work with in-person collaboration offers a balanced approach that maximizes the benefits of both modes of work. All things considered, these results enhance our knowledge of how remote work regulations/policies affect employee engagement and culture in the post-pandemic period and offer insightful information to businesses looking to adjust to the dynamic nature of work.

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