Examining the effects and performance of Remote-Working

Kővári Vince (2025) Examining the effects and performance of Remote-Working. Menedzsment Kar (2025-)-.

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Absztrakt (kivonat)

This thesis examines the effects, performance implications, and organizational challenges of remote and hybrid working models, with a particular focus on how these arrangements influence productivity, employee well‑being, and the long‑term evolution of workplace structures. The study responds to the unprecedented global shift triggered by the COVID‑19 pandemic, which transformed remote work from a niche practice into a mainstream organizational model. Although hybrid work has become a defining feature of the post‑pandemic labour market, organizations continue to struggle with designing fair, effective, and sustainable systems. This thesis aims to clarify how hybrid and remote work can be implemented to maximize both organizational effectiveness and employee satisfaction, while also identifying the structural, cultural, and technological factors that shape outcomes.The research begins by defining the three dominant work models—remote, hybrid, and on‑site—through both Hungarian legal frameworks and international organizational practice. This provides a foundation for understanding how companies interpret and operationalize these categories in practice. A comprehensive literature review follows, synthesizing global trends that demonstrate the durability of hybrid work, regional differences in preferences, and industry‑specific adaptation patterns. The review highlights that while hybrid work is widely preferred in Western economies, Hungarian workers show a stronger inclination toward traditional office environments, reflecting cultural norms and differing experiences with autonomy and structure.The thesis identifies the major advantages of hybrid work, including improved work‑life balance, reduced commuting time, increased productivity for focus‑intensive tasks, and enhanced talent attraction. At the same time, it critically examines the challenges associated with hybrid systems, such as communication gaps, reduced spontaneous collaboration, proximity bias in promotions, and risks of social isolation. These dualities underscore the complexity of hybrid work as both an opportunity and a managerial challenge.A key contribution of the thesis is its comparative analysis of academic literature, which distinguishes between areas of consensus and contradiction. Scholars broadly agree that a moderate hybrid schedule—typically two to three office days per week—optimizes well‑being and performance for knowledge workers. However, significant contradictions emerge around autonomy, managerial control, and fairness. While autonomy is linked to higher intrinsic motivation, excessive freedom can lead to coordination problems and managerial overcompensation through micromanagement. Similarly, empirical evidence of a “WFH promotion penalty” contrasts with theoretical claims that outcome‑based evaluation systems can eliminate proximity bias. These tensions reveal that hybrid work outcomes depend heavily on organizational culture, leadership practices, and the design of performance measurement systems.The thesis further contrasts empirical and theoretical approaches in the literature. Empirical studies provide large‑scale evidence on productivity, employee preferences, and environmental impacts, while theoretical frameworks—such as Self‑Determination Theory, Job Demands‑Resources Model, and Social Exchange Theory—offer deeper explanations for the psychological and organizational mechanisms behind hybrid work. This dual perspective enriches the analysis and situates the thesis within broader academic discourse.Finally, the study integrates its findings into a forward‑looking discussion on the future of hybrid work. It argues that hybrid models will continue to evolve, driven by technological innovation, shifting employee expectations, and emerging sustainability considerations. The thesis concludes that successful hybrid systems require intentional design: reimagined physical spaces, trust‑based leadership, transparent performance metrics, and robust digital infrastructure. Organizations that balance flexibility with structure, and autonomy with fairness, will be best positioned to thrive in the next decade of work.

Intézmény

Budapesti Gazdasági Egyetem

Kar

Menedzsment Kar (2025-)-

Tudományterület/tudományág

NEM RÉSZLETEZETT

Szak

Gazdálkodási és menedzsment

Mű típusa:	diplomadolgozat (NEM RÉSZLETEZETT)
Kulcsszavak:	corporate management, human resource management, munka, munkacsoportok, remote work, távmunka
SWORD Depositor:	User Archive
Felhasználói azonosító szám (ID):	User Archive
Rekord készítés dátuma:	2026. Júl. 09. 11:14
Utolsó módosítás:	2026. Júl. 09. 11:14

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