Journal of Primeasia
Integrative Disciplinary Research | Online ISSN 3064-9870 | Print ISSN 3069-4353
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Articles
Volume 7 Number 1 2026
REVIEWS (Open Access)
The Psychological and Performance Impacts of Remote and Hybrid Work on Knowledge Workers: Insights from Systematic Review and Meta-Analysis
A K M Abu Zafor Shakil1*, Md Mofassel Hossain2, Md Miraj Hossen Khan3
Journal of Primeasia 7 (1) 1-8 https://doi.org/10.25163/primeasia.7110829
Submitted: 20 January 2026 Revised: 13 March 2026 Accepted: 21 March 2026 Published: 23 March 2026
Abstract
The pandemic did more than relocate where knowledge workers sat while they worked — it reshaped, in ways still being untangled, how they experience autonomy, connection, and stress. This review set out to synthesize the psychological and performance consequences of remote and hybrid arrangements, an evidence base that has grown substantially but remains fragmented across sectors and disciplines. Following PRISMA 2020 guidelines, we searched five databases — PubMed, Scopus, Web of Science, PsycINFO, and Google Scholar — for studies published between 2000 and 2025. After screening 1,842 records across three stages, 12 studies met eligibility criteria and were retained. Data were pooled using random-effects meta-analytic models to account for the considerable heterogeneity across populations, sectors, and outcome measures; heterogeneity was quantified using I², and publication bias was assessed through funnel plots and Egger's test. Moderate remote work was consistently linked to higher autonomy, engagement, and satisfaction, whereas more intensive or fully remote arrangements tended to elevate technostress, loneliness, and role ambiguity. Hybrid arrangements appeared to occupy a kind of middle ground — tempering the stress associated with full remote work while largely preserving engagement. Organizational support, e-leadership, and adaptive technology consistently emerged as protective factors, though their influence varied meaningfully by sector, age, gender, and neurodivergent status. Taken as a whole, the evidence suggests hybrid work is not simply a pandemic-era compromise but a genuinely adaptive model — one that, when paired with thoughtful leadership and structural support, can enhance both well-being and performance for knowledge workers navigating an evolving post-pandemic workplace.Keywords: Remote work, hybrid work, knowledge workers, technostress, job autonomy, e-leadership, psychological well-being, work engagement, systematic review, meta-analysis
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