摘要：《全球职场状况报告》持续追踪全球在职员工在工作与生活中的状态，其最新报告显示，全球范围内，完全远程工作者的工作敬业度最高（31%），其次是混合办公者（23%）、具备远程条件却在办公室办公者（23%）和现场办公者（19%）。
成卓灿：The Remote Work Paradox: Higher Engagement, Lower Wellbeing（远程工作悖论：高敬业度与低幸福感）
瑞安·彭德尔（Ryan Pendell）
瑞安·彭德尔（Ryan Pendell）毕业于芝加哥艺术学院，现任Gallup高级职场科学编辑。
《全球职场状况报告》持续追踪全球在职员工在工作与生活中的状态，其最新报告显示，全球范围内，完全远程工作者的工作敬业度最高（31%），其次是混合办公者（23%）、具备远程条件却在办公室办公者（23%）和现场办公者（19%）。
员工敬业度反映了员工对工作的热情及对工作团队的归属感，能够直接影响团队绩效和业务成果。在工作时，远程工作者拥有更高的自主权，能更好地发挥优势、进入心流状态并提高时间效率，因此也表现得更加敬业。
远程工作者的心理困境
尽管完全远程办公者敬业度更高，但其整体生活幸福感（36%）却低于混合办公者（42%）和具备远程条件却在办公室办公者（42%），仅高于现场办公者（30%）。
数据显示，比起混合办公者和具备远程条件却在办公室办公者，完全远程办公者更易感到愤怒、悲伤和孤独。他们更可能在前一天承受高压力（45%），高于现场办公者（具备远程条件却在办公室办公者39%，现场办公者38%），与混合办公者（46%）相当。即使排除收入差距因素的影响，这些差异仍然存在。
这些发现表明，员工在完全远程办公中往往比在现场办公或混合办公中受到更多的精神和情绪负担。可能的原因如下：
空间隔离可能演变为情感疏离。对部分员工而言，远程办公如同“机械式完成任务”，缺失了办公室场景中自然发生的同事情谊、团队午餐、故事分享等人际联结。长期孤立状态会加剧孤独感，当缺乏社会支持时，这种孤独可能转化为悲伤或愤怒情绪。研究证实，人际互动是评估生活质量的关键指标。例如，共同进餐对幸福感的预测效力与收入水平相当。这解释了为何完全远程办公者比具备远程条件却在办公室办公的同事更难获得充实的生活体验。
高度自主权背后可能是压力。尽管员工普遍渴望工作自主性，这种能自由支配时间的权利也确实能提升投入度，但失控的自主性反而会成为压力源。在缺乏明确界限的情况下，独立管理时间节点、协调多方工作进度会变得异常艰难。研究发现远程与混合办公者承受更高压力的现象，恰恰印证了灵活性背后潜藏的认知负荷。
数字协作并非万能解药。先前研究表明，需要高频协作的远程工作（如跨部门项目）比可独立完成的任务更具挑战性。数字技术搭建的协作桥梁常出现“信号延迟”：沟通断层频发，任务复杂度不同时挫败感差异显著。此外，远程办公者往往无法即时获取办公室专属的硬件资源，如专业设备等，这种资源壁垒进一步加剧了工作阻力。
远程办公者幸福感为何至关重要？
敬业度与幸福感的双重提升才能实现长期的可持续绩效。全球57%的完全远程工作者正在考虑跳槽。在敬业度高的完全远程工作者当中，该比例降至47%。而同时具备高敬业度与高幸福感的完全远程工作者，跳槽意愿仅38%。
企业可以通过敬业度和幸福感两个角度支持远程办公者。一方面应该积极承认并接受远程工作的优势，如工作流程更灵活；另一方面也要通过鼓励员工参与社交互动等解决他们独自办公带来的心理问题。
Globally, fully remote workers are the most likely to be engaged at work (31%), compared with hybrid (23%), on-site remote-capable (23%) and on-site non-remote-capable (19%). That’s according to the latest State of the Global Workplace report, which tracks how employees worldwide are doing in their work and lives.
Employee engagement measures the enthusiasm workers feel for their work and their attachment to their team and organization, and it directly affects team performance and business outcomes. Remote workers may be more engaged because they have more autonomy in their work. This freedom allows them to play to their strengths, reach a flow state more easily and use their time more efficiently.
Remote Workers Are More Distressed
Although fully remote workers report higher engagement, they are less likely to be thriving in their lives overall (36%) than hybrid workers (42%) and on-site remote-capable workers (42%). Still, fully remote workers are more likely to be thriving than their fully on-site non-remote-capable counterparts (30%).
Fully remote employees are also more likely to report experiencing anger, sadness and loneliness than hybrid and on-site workers. They are more likely to report experiencing a lot of stress the previous day (45%) than on-site workers (39% for remote-capable, 38% for non-remote-capable), while having about the same stress level as hybrid workers (46%). These differences hold true even when accounting for income.
These findings suggest that being a fully remote worker is often more mentally and emotionally taxing than working on-site or working in a hybrid arrangement. Several factors may explain this pattern:
Physical distance can create mental distance. For some employees, remote work may feel like “just work,” without the friendships, team lunches, storytelling and camaraderie that on-site and hybrid work can provide. Isolation can increase loneliness and, in the absence of social support, contribute to sadness and anger. Spending time with others plays a key role in positive life evaluations. For example, sharing meals with others is as strong an indicator of wellbeing as income. This could help explain why fully remote workers are less likely to be thriving than their remote-capable on-site peers.
Autonomy can be stressful. Many employees want more autonomy in their work. While it can boost engagement by giving employees more control over their time, too much autonomy can create stress. Managing time independently and coordinating work with others can become difficult without clear boundaries. The fact that both remote and hybrid workers report higher stress may indicate that flexibility comes with a cognitive burden.
Technology can frustrate. Past Gallup research shows that remote work requiring high levels of coordination is harder than remote work that can be done independently. Collaboration through digital technology isn’t always smooth, and frustration varies by task. Remote employees may also have less access to certain resources and equipment available to on-site workers.
Why Remote Worker Wellbeing Matters for Business
Employee engagement and wellbeing together support sustainable, long-term performance and job commitment. For example:
Globally, 57% of fully remote workers are actively looking or passively watching for new job opportunities.
Among engaged fully remote workers, that number drops to 47%.
When fully remote workers are both engaged and thriving, only 38% say they are looking for new job opportunities.
By supporting both engagement and wellbeing, employers can protect their remote workforce. Leaders should embrace the advantages of remote work, such as flexible workflows, while also addressing the psychological effects of working alone by encouraging social interactions.
来源：非常道
