Description

The Impact of Remote Work on Employee
Productivity: A Study on Government Sector
Employees in Saudi Arabia in the Post-Pandemic Era
Thesis Submitted in Partial Fulfillment of the Requirements for the Award of the
Degree of

MASTER OF BUSINESS ADMINISTRATION
BY

Under Supervision

COLLEGE OF ADMINISTRATIVE AND FINANCIAL SCIENCES
SAUDI ELECTRONIC UNIVERSITY
2024-2025

Declaration Certificate
The work entitled, ‘‘ The Impact of Remote Work on Employee Productivity: A Study on
Government Sector Employees in Saudi Arabia in the Post-Pandemic Era’’, embodies the
results of the original research work carried out by me in the College of Administrative and
Financial Sciences, Department of Business Administration Saudi Electronic University. This
research work has not been submitted in part or full for the award of any other degree at SEU
or any other university.

Date: – ______________________

(Signature)

Place: – ______________________

(

i

)

Acknowledgement (Optional)
The acknowledgement for thesis is the section where you thank all people, institutions, and
companies that helped you complete the project successfully. It is similar to a dedication, except
for the fact that it is formal.

ii

TABLE OF CONTENTS

Declaration Certificate……………………………………………………………………………………………….. i
INTRODUCTION …………………………………………………………………………………………………….. 5
1.1. General Introduction ……………………………………………………………………………………………………… 5
1.2. Research Questions ……………………………………………………………………………………………………….. 9
1.3. Research Objectives………………………………………………………………………………………………………. 9

Literature Review……………………………………………………………………………………………………. 14
2.1 The Possibility of Increased Productivity in Remote Work Environments: .. Error! Bookmark not
defined.
2.2 Factors Contributing to Decreased Productivity When Remote Work Persists: . Error! Bookmark
not defined.
2.3 Psychological and Social Challenges of Remote Work:…………………………………………………….. 14
2.4 Theory of study:…………………………………………………………………… Error! Bookmark not defined.
2.5 Job Demands and Resources in Remote Work …………………………. Error! Bookmark not defined.
2.5.1 Structural Support ………………………………………………………….. Error! Bookmark not defined.
2.5.2 Readiness for Remote Work ……………………………………………. Error! Bookmark not defined.
2.5.3 Monitoring ……………………………………………………………………. Error! Bookmark not defined.
2.5.4 Workload ……………………………………………………………………… Error! Bookmark not defined.

THE METHODOLOGY …………………………………………………………………………………………. 24
3.1 Research Approach ………………………………………………………………. Error! Bookmark not defined.
3.2 Research Design ………………………………………………………………….. Error! Bookmark not defined.
3.3 Sample and Sampling Procedures…………………………………………… Error! Bookmark not defined.
3.4 Data Collection Instrument ……………………………………………………. Error! Bookmark not defined.
3.5 Data Analysis Methods …………………………………………………………. Error! Bookmark not defined.
3.6 Ethical Considerations ………………………………………………………….. Error! Bookmark not defined.

References: ……………………………………………………………………………………………………………… 52

iii

CHAPTER 1

iv

INTRODUCTION
1.1. General Introduction
Many economic sectors around the world have adopted telework, a new type of employment
where workers operate remotely from their employer’s main office. Full-time and part-time
employment outside of an organization’s headquarters are the two types of telework. Telework
typically refers to working from home Remote Work

(RW). Team members can now

work together even if they are thousands of kilometers apart, demonstrating that effective
teamwork does not require everyone to be physically present in the same location (Abdulrahim
& Yousif, 2023).
The Kingdom of Saudi Arabia is leading the way in the adoption and development of digital
technology for various work systems, including telework. The performance of businesses in
Saudi Arabia’s digital transformation process is strongly positively correlated with leadership,
the work environment, and how well operations integrate with information technology (Alasiri
et al., 2022). In addition to employees in the financial sector being able to adjust to this change,
telework has been facilitated by the existence of a robust technical infrastructure and
sophisticated technological production systems. At the sector level, financial institutions’
productivity and efficiency have been greatly impacted by their adoption of this new work style
(Kurdy, Al-Malkawi & Rizwan, 2023).
Many countries around the world were compelled to implement lockdown procedures in order
to stop the COVID-19 epidemic from spreading (Carroll & Conboy, 2020). One of the
strategies used during the lockdown was remote work, which was embraced by businesses in
both wealthy and developing nations across a range of industries to safeguard their workers
while continuing to operate in order to reduce losses as much as possible. This option was novel

5

to most organizations, with the exception of a few that used remote work prior to the pandemic
(Kurdy, Al-Malkawi & Rizwan, 2023).
The effects of COVID-19 on the labor market have made the benefits and drawbacks of
working remotely more important. Studies on its impact on worker productivity have grown in
this environment. Researchers in Japan discovered that as compared to working from an office,
employee productivity decreased by 60% to 70%. Nemțeanu, Dabija, and Stanca’s (2021)
study, on the other hand, found that while working remotely did not lower productivity, it might
result in ineffective workplace practices. However, Rañeses et al. (2022) found that remote
workers are more motivated and productive since they may work longer hours without being
interrupted. Other benefits that remote workers enjoy include shorter commutes and less
transportation expenses.
The world was rocked by the announcement of a new virus called COVID-19, or the
coronavirus. Statistics show that this virus spread quickly during a time when vaccines were
scarce or nonexistent, making it challenging to control the pandemic because there were
insufficient precautions against transmission. Additionally, all facets of life, including
businesses and lifestyles, were significantly impacted by the economic recession (Thorstensson,
2020).

According to reports, in an effort to stop the spread of the virus, 59 countries around the world
required government workers who could do their jobs remotely to work from home. Many
businesses and large retail outlets were compelled to close temporarily or permanently due to
government-imposed stay-at-home orders and people’s dread of leaving their homes.
Businesses that depended on face-to-face communication with customers were forced to
temporarily shut down and switch to internet sales. Due to disruptions in previously routine
operations, this shift had an immediate or long-term impact on the work-life balance of
personnel serving customers remotely (Gibbs, M., Mengel, F., & Siemroth, 2023).
6

Working from home became one of the most popular tactics during the COVID-19 pandemic
to reduce unemployment, guarantee that society continued to function, and shield the general
public from the virus. Performing work-related duties remotely from a non-office location,
usually the employee’s house, is known as “working from home” or “remote work.” To reduce
the chance of a pandemic spreading, governments encouraged or, in certain situations, required
workers who could perform their duties remotely to do so (Kitagawa et al., 2021).
For a number of reasons, such as lowering office rental costs, enhancing work-life balance,
cutting down on commute time, and stopping the spread of the fatal virus, businesses started
letting workers work from home. Because many nations implemented social distancing
measures to stop the spread of viruses, researchers found that working from home grew more
common during quarantine periods, leaving some employees with no other choice (Choukir et
al., 2022). Nonetheless, research indicated that while all employees saw a decrease in

productivity, those who had children at home suffered the biggest losses. Additionally, women
were more negatively impacted by working from home than men were, not necessarily because
of the amount of children in the family but rather because of the different household duties that
women had to perform while working remotely (Alfanza, 2021).
It’s yet unclear how remote work will affect productivity in its entirety. According to some
experts, letting employees work from home shows a company’s strategic, people-centered
vision while also promoting their mental and physical health, which can be advantageous for
their professional lives. According to some research, call center workers’ productivity increased
when they worked remotely during the COVID-19 pandemic.
However, there are a number of disadvantages to working from home, including the potential
for conflict due to a lack of supervision. Additional drawbacks include a repetitive and
alienating workplace and a blurred line between work and leisure time, which can lead to stress
and lower productivity according to company performance indicators (Drašler et al., 2021).
7

Furthermore, it is more expensive to communicate, coordinate, and collaborate in a virtual
work environment. This is a big obstacle for remote work, especially for industries that strongly
depend on these skills, especially for less experienced workers. Depending on an employee’s
industry, job type, education, and skill set, remote work might have different effects on
productivity. Physical health concerns also come into play because musculoskeletal disorders
have been found to be a widespread problem when working from home (Tran-Chi et al., 2021).
The idea of working remotely, sometimes known as telecommuting or virtual labor, is not new.
A small number of people used it prior to the COVID-19 pandemic. For instance, working
remotely was seen as a means of lowering the significant reliance on fuel imports for
transportation in the 1970s. Some tiny companies sold groceries and other necessities from
their homes as well. However, until COVID-19 surfaced in 2019 and worsened in the following
years, remote work was not widely adopted. As a result, it became the only alternative for
enterprises and employees to continue operating. Working from home during the pandemic
was linked to mental discomfort and strict regulations that impacted workers’ performance and
output, in contrast to pre-pandemic remote work arrangements (Anakpo, Nqwayibana & Mishi,
2023).

In the wake of the COVID-19 epidemic, which sped up digital change and altered conventional
workplace structures, remote work has emerged as a crucial component of contemporary
workforce dynamics. Saudi Arabia has actively adopted remote work rules as part of its Vision
2030 plans to improve employee well-being, flexibility, and efficiency in both the public and
private sectors. But even while remote work is becoming more and more popular in the public
sector, little is known about how it will affect workforce sustainability, organizational
effectiveness, and employee productivity in the long run (Aburas, 2020).
Saudi Arabia has invested in cloud computing, AI-driven performance monitoring, and egovernment services, among other digital projects, to enable remote work in recent years. The
8

percentage of public sector workers who work remotely rose dramatically during and after the
pandemic, according to recent data from the Saudi Ministry of Human Resources and Social
Development (2023). However, questions still surround how this will affect operational
efficiency, job satisfaction, and productivity. This is a crucial and relevant research subject
because, although studies have looked at remote work in private organizations, few have
particularly looked at how Saudi government employees experience and adjust to remote work.
Given the dearth of empirical research on the subject, this study attempts to fill the theoretical
and applied vacuum in the area by assessing the effect of telework on employee productivity
among government sector employees in the Kingdom of Saudi Arabia. This research primary
goals are to examine how telework affects Saudi Arabian government sector workers’
productivity, explain the connection between telework, job satisfaction, and employee
productivity, and highlight the benefits and drawbacks of telework from the viewpoint of Saudi
government sector workers.

1.2. Research Questions
The main research question is, “How does remote work affect employee productivity in the
government sector in Saudi Arabia?” To explore this, several sub-questions have been
formulated. Firstly, it is essential to examine the primary job demands associated with remote
work and understand how these demands impact employee productivity.
Secondly, we must consider the job resources available in remote work settings and their role
in enhancing employee productivity. By addressing these sub-questions, we aim to gain a
comprehensive understanding of the factors that influence productivity in remote work
environments within the Saudi Arabian government sector.

1.3. Research Objectives
The study aims to understand the impact of remote work on the productivity of employees
in the government sector in the Kingdom of Saudi Arabia after the pandemic.

9

Depending on the nature of the study, the main objective can be divided into the following
sub-objectives:

• To investigate the impact of remote work on employee productivity in the
government sector in Saudi Arabia.

• To identify and analyze the primary job demands associated with remote work
in the government sector.
•

To examine the job resources available to employees in remote work settings
and their role in enhancing productivity.

• To provide recommendations for optimizing remote work practices to boost
employee productivity in the government sector.

1.4 Significance of the Study
This study adds to the expanding body of knowledge about how distant work affects worker
productivity in the government sector of the Kingdom of Saudi Arabia after the COVID-19
outbreak, which is important from both a managerial and scientific standpoint.
1.4.1. Managerial Relevance
This study offers a thorough examination of the variables affecting employee productivity in
public sector remote work settings from an administrative standpoint. Government managers
and legislators who want to maximize worker performance while maintaining job happiness
and well-being must have a thorough understanding of these elements.
The results of the project will provide a strategic vision for improving remote work settings,
enabling policymakers to put evidence-based practices into place that optimize productivity. In
order to help government leaders tackle the present issues related to remote work, the study
identifies important productivity factors, including digital infrastructure, employee
engagement, work-life balance, and managerial support. For example, prior research shows
10

that companies with clear policies for remote work and strong leadership support have observed
higher employee job satisfaction and productivity. Furthermore, the knowledge gained from
this study will help shape sustainable remote work regulations as Saudi Arabia moves closer
to its Vision 2030 goals, which include smart governance and digital transformation.
Additionally, the study will assist legislators in developing rules that uphold performance
standards and accountability while guaranteeing a flexible work environment. Government
organizations can create a work environment that promotes innovation and productivity by
using digital tools and creating performance metrics specifically designed for remote workers.
1.4.2. Scientific Relevance
From a scientific perspective, this study closes a significant research vacuum about the effects
of remote work in the public sector, especially when considering Saudi Arabia’s workforce
following the pandemic. Research on the effects of remote work on productivity at government
institutions, especially in the Middle East, is scarce, despite the fact that studies conducted
globally have looked at distant work in private enterprises. By offering localized insights into
how remote work affects employee productivity, motivation, and general job performance, this
study contributes to the development of a solid empirical foundation.
This study’s investigation of the connection between job resources, work demands, and
productivity in remote work environments is one of its main contributions. The Job DemandsResources (JD-R) model states that a balance between job demands (such as workload,
communication difficulties, and technological impediments) and job resources (such as
managerial support, access to digital tools, and work autonomy) affects employee performance
(Arora, Kiran & Kumar, 2024). This study will advance theoretical knowledge of the
relationship between organizational structures and remote work dynamics in the public sector
by utilizing this framework.

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Furthermore, by examining remote work’s long-term impacts beyond the immediate pandemic
response, this study adds to the discussion on the topic. For example, research has indicated
that extended remote work might result in issues like a decline in teamwork, loneliness, and a
blurring of work-life boundaries (Kurdy, 2023). By comprehending these difficulties in the
Saudi Arabian context, scholars and professionals can create plans to lessen the drawbacks of
distant work while maximizing its advantages.
Furthermore, this study lays the groundwork for further investigations on remote work policies
in government agencies. As more nations include remote labor into their governance
frameworks, the results of this study will be useful for policymaking and cross-national
comparisons. It will serve as a standard for assessing how many elements—like organizational
rules, technical developments, and cultural attitudes—influence how successful remote work
is in the public sector.
This study advances knowledge of remote work in the Saudi government sector on both a
practical and scholarly level. It provides managers with evidence-based insights to boost
productivity and contributes to future studies on the best practices for long-lasting remote work
regulations. In addition to addressing a significant current issue, this study establishes the
framework for more complex conversations on the nature of labor in public administration
going forward.

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CHAPTER 2

13

Literature Review
2. The rapid use of remote work, particularly in the wake of the COVID-19 pandemic, has
prompted a reassessment of its effects on worker productivity. While some study suggests that
flexibility and less interruptions lead to higher productivity, other studies have revealed
problems including social isolation. The Job Demands-Resources (JD-R) model is used in this
analysis to analyze how job demands and available resources relate to one another and how
this affects worker productivity in remote work settings.
2.3 Psychological and Social Challenges of Remote Work:
In the absence of regular routines and in-person social interactions, employees reported
difficulties in maintaining motivation, teamwork, and work-life balance. It became evident that
extended isolation had psychological effects that hindered employees’ performance and
engagement, making remote work more challenging for long-term productivity (Mamaysky,
2020).
Despite the fact that “remote work” is often confused with “work from anywhere,” this method
of planning work has frequently resulted in a blurring of the lines between the home and
workplace (Wapshott & Mallett, 2012). For many employees, this overlap has made it more
difficult to draw boundaries between their personal and professional lives (Ramarajan & Reid,
2013). Due to pandemic lockdowns and the increasing use of remote work, bedrooms, living
rooms, and kitchens have become full-fledged office spaces where employees are expected to
complete their work, sometimes without the amenities needed to guarantee their comfort and
safety.
It is common to think about how these settings would not satisfy the minimal requirements for
establishing a human-scale work environment if the physical dimensions (IEQ) to be taken into
account are the same as those in conventional workplaces (such as temperature, lighting, and
noise). Furthermore, it is practically impossible to draw distinct lines between the home and
14

work environments because of their overlap (Sander, Rafferty & Jordan, 2021). These
conditions have forced workers to quickly adapt to the new types of home offices, which may
be harmful to their health. The reduced availability of workspace and the possible lack of
privacy are two of the primary problems in this field. The connections between residential
environments and at-home job productivity, as well as between IEQ and these results, are still
unclear, though. According to preliminary findings, having separate rooms and workstations
from the rest of the home environment, temperature, and room size all improve performance
and well-being by lowering the probability of uncomfortable symptoms (Mura et al., 2023).
1.2 Job Demands-Resources (JD-R) Model
According to the Job Demands-Resources (JD-R) model, the balance and adaptation between
job demands—those parts that call for constant physical and mental effort—and job
resources—those that aid in achieving work objectives, lowering demands, and fostering
personal development—have an impact on employee well-being. The ideas of this model have
been empirically supported and have been widely used in organizational psychology (Claes et
al., 2023).
This concept suggests that high demands in the workplace, like those faced by remote workers
with little supervision, can drain workers’ energy and health, which lowers performance
because of the extra labor needed. This phenomenon is called health impairment. On the other
hand, through a motivational process, job resources (such supervisor support) serve as
protective elements that reduce stress associated to the workplace, improve motivation and goal
achievement, and enable employees to flourish in dynamic situations (Peters et al., 2023).
awareness how many workplace conditions affect job burnout and employee engagement
requires an awareness of this dual pathway (Bakker et al., 2023).
However, it is crucial to keep in mind that no attribute can be only categorized as a resource or
a demand when examining job demands and resources that could impact performance in a

15

certain situation or company. The JD-R theory recognizes that every environment may bring
different demands and resources, in contrast to conventional job design theories (e.g., Hackman
and Oldham’s Job Characteristics Model, 1976) (Bakker and Demerouti, 2024).
According to Pulido-Martos et al. (2021), Demerouti (2022), and Velinov et al. (2020) the
digital transformation of job roles and remote work has brought about new job demands and
resources that have a significant impact on employee well-being, performance, and job
satisfaction.
Finding the working circumstances and experiences related to remote work supervision is
essential given the special features of remote work arrangements. In order to ensure employee
well-being and performance, the JD-R model states that creating and implementing effective
policies for remote work requires minimizing demands specific to remote work, such as
ensuring role clarity and improving communication, while maximizing resources, such as
offering technological support, creating opportunities for virtual social interaction, and
encouraging emotional expression (Jamal et al., 2021).
The influence of remote work on employee productivity in the Saudi public sector following
the epidemic can be theoretically understood using the Job Demands-Resources (JD-R)
Theory. According to this theory, the work environment is made up of job demands and job
resources, which have an impact on job performance through two primary channels: the
motivational process and the health impairment process. Managing work-life balance, social
isolation, technological difficulties, and an increased effort as a result of intensive digital
contact are some of the obstacles that come with working remotely. If sufficient resources are
not made available, these demands may result in burnout, job stress, and decreased
productivity. Conversely, remote work settings provide workplace resources including
freedom, flexibility, social support from coworkers and managers, and access to technology,

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all of which boost employee engagement and motivation and, eventually, performance (Bakker
et al., 2020a).
The JD-R model states that how remote work affects employee productivity is explained by
the interplay between job demands and job resources. More tools, such efficient digital
platforms and ongoing administrative support, help employees better handle the difficulties of
working remotely, which boosts output and reduces burnout. By examining how job demands
and resources influence employees’ experiences during the epidemic, this study seeks to
evaluate the effect of remote work on Saudi public sector workers’ productivity. The basis for
creating plans to boost output and promote a sustainable workplace is provided by this analysis
(Bakker et al., 2023b).
2.3 Job Demands in Remote Work
2.3.1 Work-Life Boundaries
Remote work offers flexibility in scheduling, enabling employees to better manage their
personal obligations and enhance work-life balance (Potter, Egon & Doris, 2024). However,
extended remote work can blur the boundaries between personal and professional
responsibilities, leading to difficulty maintaining regular routines and decreasing productivity
(Mamaysky, 2020; Saura et al., 2022). The challenge of maintaining a structured work-life
separation can impact motivation and engagement levels negatively, particularly when workers
struggle with defining clear distinctions between work hours and personal time.
2.3.2 Isolation
Research has shown that prolonged remote work may lead to feelings of loneliness and social
isolation, which in turn can affect motivation, engagement, and productivity (Mamaysky,
2020). The absence of in-person interactions may reduce the exchange of ideas, limit
networking opportunities, and diminish team cohesion. Some companies observed declines in

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productivity due to extended isolation, which contributed to a lack of social support and
reduced collaboration among employees (Saura et al., 2022).
2.3.3 Technical Issues
Dependence on technology is a significant factor in remote work productivity. While home
internet connections and IT infrastructure have become more reliable over time, technical
issues still pose a major challenge (Gibbs, Mengel & Siemroth, 2023). Remote work requires
stable connectivity, access to essential software, and efficient IT support. Any disruptions in
these areas can hinder workflow efficiency and contribute to frustration among employees.
2.4 Job Resources in Remote Work
2.4.1 Autonomy
Remote work enables employees to have more control over how they complete tasks, allowing
them to structure their workdays according to their most productive hours. Studies indicate that
remote workers often maintain or even improve their productivity due to fewer workplace
distractions and increased scheduling flexibility (Radu et al., 2023). The elimination of
commuting time also contributes to higher efficiency and better time management (Potter,
Egon & Doris, 2024).
2.4.2 Social Support
The presence of strong social support from colleagues and supervisors plays a crucial role in
maintaining productivity in remote work settings. While physical isolation can negatively
impact engagement, virtual team interactions, mentorship, and regular check-ins can mitigate
these effects (Awada et al., 2021). Organizations that establish virtual communities and
knowledge-sharing networks help foster a sense of belonging among remote employees
(Kohont & Ignjatović, 2022).
2.4.3 Technological Tools

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The effectiveness of digital tools for communication and collaboration significantly influences
remote work productivity. The availability of video conferencing platforms, project
management tools, and secure remote access to company systems ensures seamless workflow
execution (Djogo & Rudy, 2021). Research suggests that companies investing in robust digital
infrastructure enhance the efficiency and job satisfaction of remote workers (Jaß et al., 2024).
2.5 Employee Productivity
Productivity is one of the key factors that affects employees and businesses as a whole. It’s
straightforward: if productivity declines, businesses run the danger of missing deadlines,
breaking promises, and losing money and reputation. Given its significance, it is imperative to
look at the consequences on output over the past two years. Many studies have been conducted
on the factors that positively and negatively impact productivity, especially during the
pandemic years.
2.5.1 Engagement Levels:
Awada et al. (2021) looked into how remote work affected employees’ productivity and time
spent at their workstations during the COVID-19 epidemic. Three potential job-related factors
were investigated in their study: the employee, the workplace, and the work environment. Data
was collected via an online survey completed by 988 employees across 40 U.S. states, with
half of those employees residing in California. Productivity was found to be significantly
impacted by age, gender, income, having a defined workspace, and being satisfied with the
quality of the interior environment.
Awada et al. (2021) discovered that workers with school-age children rather than infants were
more productive, as were those who were older, female, and paid more. Employees reported
working an extra 1.5 hours per day when they had flexible schedules, well-designed
workspaces with adequate Indoor Environmental Quality (IEQ), appropriate ergonomic
settings, and open lines of communication with coworkers. However, workers without assigned

19

workspaces or who shared work areas encountered disturbances that led to decreased
productivity and family-work conflicts. Additionally, the productiveness of individuals in
better physical and mental health was higher than that of those in worse health.
Additionally, some businesses began to worry more about accomplishing corporate goals amid
the sudden shift to remote employment. As a result, often unintentionally, employee
expectations were elevated, motivating them to work harder and demonstrate their ability to
perform well under a range of trying circumstances.
2.5.2 Job Satisfaction:
A thorough analysis was carried out by Wang et al. (2020) to ascertain the challenges
encountered by remote workers during the pandemic. Their two primary research components
were qualitative interviews with 39 Chinese professionals who had been working remotely
since the pandemic began and a quantitative survey of 522 respondents. The study found that
external factors, such as the presence of family members, interruptions from children, and
disruptions in work-life balance, affected productivity even when they had nothing to do with
job responsibilities.
Twenty-one of the 39 respondents identified poor communication as a significant issue that
negatively impacted teamwork and output. The participants felt that in-person interactions were
more successful than communicating online. Another issue raised by 14 respondents was
procrastination, stating that working from home makes it harder to focus on important tasks
than working in an office. It’s interesting to note that loneliness was discovered to affect
productivity. Virtual communication caused remote workers to feel more isolated from others,
which forced them to focus more on work-related duties.
The study also identified four key elements of virtual work that affected productivity. First, by
striking a balance between work and personal commitments, employment autonomy—which
grants employees control over their work schedule—promotes productivity. Second,

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monitoring techniques like daily stand-up calls unexpectedly enhanced productivity by
reducing procrastination and enhancing task focus. Last but not least, social support from
businesses—like staff communication forums—reduced feelings of isolation and quietly raised
productivity.
In another study, Mirela (2020) looked at the impact of the COVID-19 epidemic on the
productivity of Romanian remote workers. Employees were able to concentrate on their work
since remote work eliminated workplace distractions, but it also presented new challenges,
according to the survey. When employees had a designated space free from disruptions, they
were more productive. However, one significant drawback was the lack of direct management.
In an office setting, managers organize teams, oversee operations, and ensure that information
is communicated effectively. However, working remotely increases the likelihood of missing
crucial information in emails or chats, which can negatively impact output.
According to research, social isolation is one of the main issues with working remotely
(Bucurean, 2020). Loneliness and isolation are common among remote workers, which
negatively impacts their productivity. Daily communication with team members and
supervisors helps to alleviate this issue. Distractions at home, such as household chores and
interruptions from family members, especially young children, also affect productivity. When
workers juggle work and home responsibilities at the same time, their productivity usually
declines. Because of this, maintaining focus and productivity requires a dedicated, quiet office.
Additionally, recent studies suggest that working from home may be especially advantageous
for seasoned employees (Waizenegger et al., 2020). These employees are often less distracted,
can efficiently handle their particular responsibilities, and save time on their commute. These
components improve flexibility, which raises productivity and job satisfaction. However,
working remotely has disadvantages as well. Studies show that because technology keeps
workers linked all the time, they experience increased stress. The blurring of the boundaries

21

between work and personal life, which requires employees to be ready and responsive at all
times, lowers employee morale. This effect is particularly apparent in tasks that need
teamwork.
Howe and Menges (2021) look into the factors that influence remote workers’ productivity and
well-being as they transition to full-time remote work. According to the research, psychological
factors—particularly employees’ attitudes toward working remotely—can significantly affect
output, either positively or negatively. If employees perceive remote work as an opportunity
for growth and learning, they will adapt to it more easily. One of the main concerns about
remote work is whether or not workers can fulfill deadlines and do quality work without close
supervision. Research indicates that employees who are not limited by time and may work from
any location see productivity increases of 4.4% to 13% (Howe & Menges, 2021).
Toscano and Zappalà (2020) looked into the connection between social isolation and how it
affects employee job satisfaction and productivity. Their survey, which was conducted in Italy,
examined data from 60 million distant workers. Toscano and Zappalà (2020) found that social
isolation negatively impacts the enjoyment of remote employment. It’s interesting to note that
when working remotely, employees who were more concerned about COVID-19 reported
feeling less satisfied with their jobs, whilst those who were less concerned reported feeling
happier.
These studies collectively demonstrate how remote work has altered productivity, stressing
both the benefits—such as improved focus and scheduling flexibility—and the
disadvantages—such as social isolation, communication challenges, and work-life issues.
Companies must understand these traits if they want to optimize productivity in a remote and
digital workplace.

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2.6 Hypotheses of the Study
Hypothesis 1 (H1): Job demands (e.g., work-life balance constraints, isolation, technology
issues) negatively impact employee productivity in a remote work environment.
•

H1a: Greater difficulty in maintaining work-life boundaries negatively impacts job
satisfaction.

•

H1a: Greater difficulty in maintaining work-life boundaries negatively impacts
engagement

levels.

H1c: Increased feelings of isolation negatively impact employee engagement.
•

H1d:

Increased

feelings

of

isolation

negatively

impact

job

satisfaction.

H1e: Frequent technical issues negatively impact employee engagement and job
satisfaction.
•

H1f: Frequent technical issues negatively impact job satisfaction.

Hypothesis 2 (H2): Job resources (e.g., flexibility, autonomy, social support, technological
tools) positively impact employee productivity in a remote work environment.
•

H2a: Higher job autonomy positively influences job satisfaction.

•

H2b:

Higher

job

autonomy

positively

influences

employee

engagement

H2c: Strong social support positively influences job satisfaction
•

H2d:

Strong

social

support

positively

influences

engagement

levels.

H2e: Effective technological tools positively influence employee engagement.
•

H2f: Effective technological tools positively influence employee’s job satisfaction

23

Job demands
Work-Life Boundaries

H1

Isolation
Technical Issues
Employee Productivity

–

Engagement levels
Job satisfaction
Job resources
Flexibility

+

Social Support
Technological Tools

H2

Figure 1: Conceptual framework

24

CHAPTER 3: THE METHODOLOGY
3.1 Introduction
The research approach used to examine the connection between employee productivity and
remote work in the Saudi government sector is described in this chapter. The study takes a
methodical and structured methodology to guarantee the authenticity and dependability of
results that might help create efficient strategies for remote work. The research methodology,
design, sample selection, data collection strategies, analytical approaches, and ethical
considerations are all covered in length in this part.
3.2 Research Approach
In order to determine how distant work affects worker productivity, the study adopts a
quantitative research approach, which is centered on the gathering and statistical analysis of
numerical data. This method makes it possible to measure the associations between variables
objectively, spot patterns, and extrapolate the results to a larger population. In this setting,
quantitative research is very helpful because it makes hypothesis testing easier and gives Saudi
Arabian government policymakers evidence-based insights.
3.3 Research Design
To investigate the impact of remote work on government employees’ productivity at a particular
moment in time, a cross-sectional research approach is employed. By gathering participant data
within a predetermined timeframe, this approach enables the investigation of relationships
between important variables without the need for long-term observation. Because it allows for
efficient data collection and analysis in a relatively short amount of time, the cross-sectional
design is suitable for this study. It also gives a snapshot of employee productivity under remote
work conditions after the pandemic and allows comparison of various productivity-influencing
factors, including workload, monitoring, structural support, and digital readiness.

25

A five-point Likert scale (ranging from 1 = Strongly Disagree to 5 = Strongly Agree) is used
to measure employees’ perceptions of the impact of remote work on their productivity.
3.4 Population, Sample, and Sampling Procedures
Employees of several government agencies within the Kingdom of Saudi Arabia make up the
study’s target demographic. Government workers who have dealt with distant work
arrangements, especially in the post-pandemic period, are included in the sampling frame.
Because of practical limitations, a non-probability convenience sampling technique is used.
Participants who are available and willing to complete the survey might be included using this
strategy. Convenience sampling offers important insights into government employees’
experiences with remote work, even though it restricts the findings’ generalizability.
In order to provide a diverse representation of employees from various government
departments, the study intends to gather responses from a minimum of 400 participants.
Feasibility, prior research standards, and the statistical power needed for insightful data
analysis are taken into consideration when determining this sample size.
3.5 Data Collection Instrument
A Google Forms-designed online survey questionnaire is used to gather data. Selected
government employees receive an email with the link to the questionnaire. There are two
primary sections to the instrument:
1. Demographic Information:
o

Age, gender, education level, job role, years of experience, and frequency of
remote work.

2. Remote Work and Productivity Variables:
o

Perceived productivity levels while working remotely.

o

Challenges and benefits of remote work.

o

Managerial support and monitoring effectiveness.

26

o

Technological and infrastructural support.

o

Work-life balance and job satisfaction.

Before being distributed widely, the questionnaire is pre-tested with a limited sample of
participants to guarantee validity, reliability, and clarity.
3.6 Data Analysis Methods
SPSS (Statistical Package for the Social Sciences) is used to analyze the data that has been
gathered. The statistical methods listed below are used:
•

Descriptive Statistics:
o

•

Mean, standard deviation, and frequency distributions to summarize responses.

Inferential Statistics:
o

Correlation Analysis: To examine relationships between remote work and
productivity.

o

Regression Analysis: To assess the predictive influence of independent
variables (e.g., workload, digital readiness) on employee productivity.

o

ANOVA (Analysis of Variance): To compare productivity levels across
different employee groups.

This analytical method offers empirical data that either confirms or disproves theories about
the efficacy of remote labor in the public sector.
3.7 Ethical Considerations
Strict ethical research guidelines are followed in this study to safeguard participant rights and
data privacy. Among the ethical actions are:
•

Informed Consent: Prior to answering the questionnaire, participants must read and sign
a consent form. The study’s goals, voluntary participation, and confidentiality
guarantees are described in the consent form.

27

•

Confidentiality and anonymity: Respondents’ privacy is protected since no individually
identifiable information is gathered.

•

Data Security: Answers are kept safe and are only utilized for study.

•

Adherence to Institutional Guidelines: The study complies with the ethical standards
set out by governmental and academic research bodies.

3.8 Summary
The approach for evaluating the effect of remote work on Saudi government employees’
productivity has been described in this chapter. A convenience sample of government workers
is given a structured survey questionnaire as part of the study’s quantitative, cross-sectional
approach. Strong data analysis is ensured by SPSS-based statistical methods, while participant
rights and data integrity are protected by ethical considerations. The results of this research will
give policymakers useful information to improve policies pertaining to remote work in the
Saudi government sector.

28

CHAPTER 4

29

CHAPER 4: ANALYSIS AND RESULTS
4. This study aims to examine the impact of remote work on the productivity of government
sector employees in the Kingdom of Saudi Arabia in the post-pandemic period. To achieve this
goal, responses were collected from 301 participants. This chapter analyzes the participants’
responses to explore the study objectives.
4.1. Study Participants
Before analyzing the responses, this section presents a study of the study participants using
frequencies and percentages. The results are presented through graphs.

Table (4-1): Demographic Characteristics
Demographic Characters
Frequency

Percentage
Gender

Male

164

54.5

Femail

137

45.5
Age

18-25

31

10.3

26-40

96

31.9

41-55

120

39.9

Above 55

54

17.9
Level of education

Diploma

16

5.3

Bachelor’s

88

29.2

Master’s

133

44.2

Ph.D.

64

21.3

30

work experience
Less than 5 years

42

14

5-10 years

135

44.9

More than 10 years

124

41.2
Monthly income

5000-10000 SAR

37

12.3

10000-15000 SAR

149

49.5

Above 15000 SAR

115

38.2
Marital status

Single

102

33.9

Married

199

66.1

The results in Table 4-1 indicate that the study sample is characterized by significant
demographic diversity, enhancing the comprehensiveness of the results and their
generalizability to government sector employees in Saudi Arabia. In terms of gender, there is
a relative balance between males (54.5%) and females (45.5%), allowing for analysis of
potential gender differences in the impact of remote work on productivity.

gender

n

%

Figure (4.1): Participants gender
31

As for the age distribution, it is noted that the majority of participants are between the ages of
41 and 55 (39.9%), a group that often has extensive work experience. This is followed by the
26-40 age group (31.9%), indicating a strong representation of middle and senior cadres who
may have a more mature outlook on modern work systems.

AGE

18-25

26-40

41-55

Above 55

Figure (4.2): Participants Age

Regarding educational level, the largest percentage of participants hold postgraduate degrees,
with 44.2% holding a master’s degree and 21.3% holding a doctorate. This reflects the highly
educated nature of the sample, which may positively impact their acceptance of remote work
and their effective use of digital technologies.

educational level

Diploma

Bachelor’s

Master’s

Ph.D.

Figure (4.3): Participants educational level
32

The results also show that more than 86% of participants have more than five years of work
experience, reinforcing the credibility of their opinions about the impact of remote work on
productivity based on previous professional experiences.

work experience

Less than 5 years

5-10 years

More than 10 years

Figure (4.4): Participants work experience

Regarding monthly income, the majority of participants (49.5%) receive salaries between SAR
10,000 and SAR 15,000, reflecting their position among the upper-middle class in government
jobs.

monthly income
200
150
100
50
0

Above 15000 SAR

10000-15000 SAR
Series1

5000-10000 SAR

Series2

Figure (4.5): Participants monthly income

33

The data shows that nearly a third of participants are single (33.9%), while married individuals
constitute the largest percentage (66.1%). This is an important factor that can be studied to
determine whether marital status affects employee effectiveness while working remotely.

Marital status
250
200
150
100
50
0
%

N
Single

Married

Figure (4.6): Participants marital status

Overall, these demographic characteristics reveal a diverse and balanced study sample,
enhancing the reliability of the findings regarding the impact of remote work on the
productivity of government sector employees in Saudi Arabia after the COVID-19 pandemic.

4.2 Remote Work (Descriptive Statistics)

4.2.1 Work-Life Boundaries
Table (4-2): Work-Life Boundaries (Descriptive Statistics)

“When working remotely, I feel I have good control over my

Mean

Std. Dev

3.761

1.146

4.150

0.972

3.885

1.053

work schedule.”
“I am able to effectively manage interruptions from work
during my personal time when working remotely.”
“I can successfully create boundaries between my work and
personal life when working remotely.”

34

“I feel that I can decide when and how to respond to work

2.703

1.212

3.942

0.998

3.228

0.934

communications when I am working remotely.”
“I am able to establish a dedicated workspace when working
remotely.”
Overall

The findings pertaining to work-life boundaries show that Saudi Arabian government sector
workers generally have a favorable opinion of their capacity to balance work and personal
obligations when working remotely. Strong agreement that workers can handle work
interruptions during personal time is reflected in the highest mean score (4.150), which
indicates a high degree of autonomy and time management. The capacity of employees to keep
work-related activities distinct from personal life is also shown by the high means for
statements about setting up a dedicated workstation (3.942) and effectively establishing worklife boundaries (3.885). The significantly lower mean (2.703) for the flexibility to choose how
and when to reply to work communications, however, suggests a serious problem, perhaps
brought on by communication pressures or organizational expectations. With an overall
moderate average score of 3.228, the statistics indicate that although remote work facilitates
improved work-life integration in many aspects, there is still opportunity for improvement in
terms of giving employees more authority over their communication limits.
4.2.2 Isolation
Table (4-3): Isolation (Descriptive Statistics)
Mean

Std. Dev

Feelings of loneliness and lack of social interaction.

2.618

1.221

When working remotely, I feel isolated from others.

2.647

1.214

When working remotely, I feel a lack of meaningful

2.599

1.241

When working remotely, I feel disconnected from my 3.946

1.059

social interactions with my colleagues.

workplace community.
4.241

When working remotely, I feel lonely.

35

0.936

When working remotely, I feel that I am no longer

4.420

0.560

3.763

1.062

3.583

0.114

close to my colleagues.
When working remotely, I feel that my social needs
at work are not being met.
Overall

The findings under the “Isolation” dimension show that, in the post-pandemic era, Saudi
Arabian government sector workers who work remotely report feeling comparatively socially
isolated. Experiencing loneliness (4.241), feeling cut off from the working community (3.946),
and feeling no longer close to coworkers (4.420) were linked to the highest mean scores. These
results show how difficult it can be to keep up professional and social ties when working
remotely. Conversely, certain categories had lower mean values, such as lacking significant
social connections (2.599) and feeling alone (2.647), indicating that people may experience
isolation differently. All things considered, the mean score of 3.583 clearly shows the effects
of isolation and highlights the need for organizational strategies to strengthen social ties and
encourage interaction among coworkers in digital workspaces, such as regular virtual team
meetings or internal communication platforms to increase a sense of belonging.

4.2.3 Technical Issues
Table (4-4): Technical Issues (Descriptive Statistics)

When working remotely, I frequently experience

Mean

Std. Dev

3.929

0.782

3.638

0.789

3.287

0.751

3.499

0.788

problems with my internet connection.
When working remotely, I often encounter difficulties
with the software or applications I need for work.
When working remotely, I frequently experience
technical issues that disrupt my work.
When working remotely, I often have problems with my
computer or other work-related devices.

36

When working remotely, I often find it difficult to get

3.944

0.861

3.827

0.754

timely technical support for work-related issues.
Overall

The results pertaining to “Technical Issues” indicate that during the post-pandemic period,
Saudi Arabian government sector workers encountered a significant level of technological
difficulties when working remotely. The most significant obstacles to smooth remote work
were found to be frequent issues with internet access (3.929) and difficulty getting timely
technical support (3.944), which had the highest mean ratings. Software/application problems
(3.638) and troubles with work-related gadgets (3.499) were among the other issues that were
frequently mentioned. Many employees’ production was severely hampered by technical
concerns, as indicated by the overall mean of 3.827. The aggregate mean of 3.827 indicates
that many employees’ productivity was severely hampered by technical concerns. In order to
reduce technical disruptions during remote work, our findings highlight the significance of
making investments in more dependable infrastructure, offering effective IT assistance, and
making sure that staff members have access to up-to-date tools and training.

4.2.4 Work Autonomy and Flexibility
Table (4-5): Work Autonomy and Flexibility (Descriptive Statistics)

“When working remotely, I have a high degree of control
over my daily work schedule.”
“I can freely choose the times during the day that I work
when I am working remotely.”
“My remote work arrangement allows me to choose from a
variety of work locations.”
“I have the autonomy to decide where I work from on any
given remote workday.”
“I can easily adjust my remote work hours to balance my
work and personal life.”

37

Mean

Std. Dev

4.43

.654

4.09

.694

4.13

.725

4.16

.757

4.20

.747

“My remote work situation allows me to determine the

3.866

.827

4.220

.753

work location that best supports my productivity.
Overall

The findings pertaining to “Work Autonomy and Flexibility” show that Saudi Arabian
government sector workers have a very favorable opinion of their ability to manage their work
schedules when working from home. The high overall mean score of 4.220 indicates that most
people think that working remotely has given them more freedom and flexibility. According to
the highest individual mean (4.43), workers especially value being in charge of their daily work
routine. Respondents also express a positive opinion of having flexibility in terms of work
schedules and locations, which promotes increased productivity and work-life balance. These
results demonstrate the empowering aspects of remote work in terms of flexibility and selfmanagement, indicating that preserving a certain degree of remote flexibility after the epidemic
may improve worker performance and happiness.
2.4.5 Remote Social Support Scale
Table (4-6): Remote Social Support Scale (Descriptive Statistics)

“When working remotely, my supervisor is readily available
to provide support when I need it.”
“My remote colleagues are willing to help me with workrelated problems.”
“I feel supported by my supervisor when facing challenges
while working remotely.”
“My remote colleagues offer encouragement and
understanding when I’m under stress.”
“My supervisor communicates effectively and provides clear
guidance in a remote setting.”
“I feel like I am part of a supportive team when working

Mean

Std. Dev

4.25

0.736

4.18

.773

4.31

0.754

4.48

0.686

4.22

0.726

4.01

1.011

4.35

0.588

remotely.”
Overall

38

The Remote Social Support Scale results show that Saudi Arabian government sector workers
have a very favorable opinion of social support when working remotely. The replies, which
have an overall mean of 4.35, indicate that workers in remote work environments typically feel
supported by their coworkers and managers. The item with the highest rating, “My remote
colleagues offer encouragement and understanding when I’m under stress” (mean = 4.48),
indicates that peer support is robust and can greatly mitigate the difficulties associated with
working remotely. Effective communication and supervisor availability also received good
marks, highlighting how important leadership is to preserving relationships and morale. These
results highlight the value of a responsive and unified remote work culture in fostering worker
satisfaction and maintaining output.
2.4.6 Technological Tools Scale
Table (4-7): Technological Tools Scale (Descriptive Statistics)
Mean
The technological tools provided by my organization are
effective for communication.
The technological tools I use for remote work are reliable
and easy to access.
The technological tools available to me enhance my
ability to collaborate with colleagues.
I find the technological tools I use for remote work to be
user-friendly.
The availability of technological tools meets the demands
of my remote work tasks.
Overall

Std. Dev

3.922

1.223

3.753

1.267

3.861

1.196

3.698

1.208

4.061

1.001

3.884

1.451

The results of the Technological Tools Scale show that Saudi Arabian government sector
workers have a generally favorable opinion of the tools available for remote work. Employees
seem to be moderately to extremely satisfied with the technology infrastructure that supports
their remote work, as indicated by their overall mean of 3.88. The item with the highest rating,
“The availability of technological tools meets the demands of my remote work tasks” (mean =
4.061), indicates that most workers believe they are sufficiently prepared to carry out their
responsibilities from a distance. Furthermore, communication and collaboration tools were
39

well evaluated; nevertheless, somewhat lower mean scores for dependability and usability
suggest that usability and accessibility can still be improved. Overall, the findings demonstrate
how crucial functional technology is to maintaining efficiency and productivity in distant work
environments.
4.2.7 Remote Job Satisfaction Scale
Table (4-8): Remote Job Satisfaction Scale (Descriptive Statistics)
Mean
“Overall, I am satisfied with my remote work

Std. Dev

3,744

1,166

“I enjoy working remotely.”

3,865

1,030

“I find my remote work to be fulfilling.”

4.021

1.043

“I am pleased with my remote work arrangement.”

4.014

0.928

“My remote work meets my expectations.”

3.697

0.861

“I would recommend remote work to others.”

3.751

0.884

Overall

3.948

0.976

experience.”

The Remote Job Satisfaction Scale results show that Saudi Arabian government sector workers
are generally quite satisfied with their remote work experiences in the post-pandemic period.
With a mean score of 3.95 overall, the majority of respondents appear to have favorable
opinions about working remotely. Notably, responses like “I am happy with my remote work
arrangement” (mean = 4.014) and “I find my remote work to be fulfilling” (mean = 4.021) show
a high level of satisfaction and alignment with employees’ expectations. Even though they are
a little lower, the mean scores for overall satisfaction and suggesting remote work still show
positive opinions. These results demonstrate how effective remote work is in giving workers a
happy and pleasant workplace, which may boost their motivation and productivity.
4.2.8 Remote Work Engagement Scale
Table (4-9): Remote Work Engagement Scale (Descriptive Statistics)

“When working remotely, I feel full of energy for my work.”

40

Mean

Std. Dev

3.783

0.854

“My remote work inspires me.”

4.081

0.640

“I get carried away when I’m working remotely.”

4.150

0.776

“When I work remotely, I feel strong and vigorous.”

4.101

0.730

“I am enthusiastic about my remote work.”

3.979

0.745

“I am immersed in my remote work.”

3.688

0.913

Overall

4.002

0.665

The findings of the distant Work Engagement Scale show that Saudi Arabian government
sector workers were very engaged in their distant work during the post-pandemic era.
Employees generally feel enthusiastic, motivated, and emotionally invested in their remote
work duties, as indicated by the total mean score of 4.00. Particularly high scores were given
to statements like “I get carried away when I’m working remotely” (mean = 4.150) and “When
I work remotely, I feel strong and vigorous” (mean = 4.101), which indicate a strong sense of
commitment and excitement for their work. Responses to “I feel full of energy for my work”
and “I am immersed in my remote work,” albeit being significantly lower, nonetheless
demonstrate strong involvement. These results demonstrate how remote work may encourage
a motivated and productive staff when properly supported.
4.3 Employee Productivity
Table (4-10): Employee Productivity (Descriptive Statistics)
Mean

Std. Dev

I complete a large amount of work daily.

4.191

0.861

I accomplish tasks quickly and efficiently.

4.150

0.720

I maintain high standards in task completion.

4.062

0.870

My work outcomes are of high quality.

4.013

0.842

I consistently exceed my team’s set targets.

4.144

0.694

Overall

4.220

0.889

The Employee Productivity Scale results show that Saudi Arabian government sector workers
who worked remotely after the outbreak reported high levels of perceived productivity.
41

Employees believe they are achieving quality requirements, finishing a substantial quantity of
work, and frequently surpassing performance goals, according to the data, which have an
overall mean of 4.22. The beliefs that remote work arrangements have not hampered—and may
perhaps have increased—employee productivity are further supported by high individual item
means, such as “I consistently exceed my team’s set targets” (mean = 4.144) and “I complete
a large amount of work daily” (mean = 4.191). These findings imply that, given the right
framework and assistance, remote labor can maintain or even increase productivity and
efficiency in the public sector.
4.4 Correlation Matrix
Table (4-11): Correlation Matrix

Work-Life
Boundaries
Isolation
Technical
Issues
Work
Autonomy
&
Flexibility
Remote
Social
Support
Technologi
cal Tools
Remote
Job
Satisfaction
Remote
Work
Engagemen
t
Employee
Productivit
y

WorkLife
Boundari
es

Isolati
on

Technic
al
Issues

Work
Autono
my &
Flexibili
ty

Remot
e
Social
Suppo
rt

Technologi
cal Tools

Remote
Job
Satisfacti
on

Remote
Work
Engageme
nt

Employee
Productiv
ity

1.000

-0.136

0.191

-0.170

-0.136

-0.152

0.039

-0.123

-0.115

-0.136
0.191

1.000
-0.037

-0.037
1.000

-0.018
-0.000

0.191
-0.106

-0.130
-0.152

0.084
-0.113

0.096
-0.019

0.142
-0.248

-0.170

-0.018

-0.000

1.000

0.214

0.073

0.041

-0.085

-0.210

-0.136

0.191

-0.106

0.214

1.000

-0.089

0.114

-0.017

0.114

-0.152

-0.130

-0.152

0.073

-0.089

1.000

-0.083

0.095

-0.107

0.039

0.084

-0.113

0.041

0.114

-0.083

1.000

-0.107

0.129

-0.123

0.096

-0.019

-0.085

-0.017

0.095

-0.107

1.000

-0.068

-0.115

0.142

-0.248

-0.210

0.114

-0.107

0.129

-0.068

1.000

Employee productivity and remote work factors are generally weak and occasionally negative
correlations, according to the correlation data. The moderately negative association (r = -0.248)
between technical issues and employee productivity is one of the most noteworthy findings,
suggesting that frequent technical issues considerably reduce output. Similarly, job autonomy

42

and flexibility and productivity have a negative association (r = -0.210), indicating that certain
people may perform worse or lose concentration as a result of greater flexibility.
However, there was a small positive connection between productivity and distant social support
(r = 0.114), suggesting that a supportive remote work environment could marginally increase
productivity. The idea that job contentment even somewhat improves performance is supported
by the small positive correlation found between remote job satisfaction and productivity (r =
0.129).
All things considered, these results point to a complicated and multifaceted relationship
between distant work factors and worker productivity. While supportive environments and
contentment may provide modest performance gains, technical and organizational issues seem
to be the biggest obstacles to productivity in remote settings.
4.5 ANOVA test
Table (4-12): ANOVA test
Variable

F-

P-

Statistically Significant (p
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