Psychological Risks and Resources for Employee Performance during Remote and Hybrid Work

This article analyzes the psychological resources and risks to employee professional effectiveness in remote and hybrid work environments, which have become firmly entrenched in the modern labor market. Deep engagement in work processes is identified as a fundamental resource for effectiveness. A comparative study of three work arrangements demonstrates the advantages of the hybrid model, which provides an optimal balance of autonomy and social integration, minimizing conflict and burnout. Remote work increases the risks of social deprivation and destructive behavioral strategies, while office work maintains stability through external controls. Correlation analysis confirmed the role of conflict as a key mediator of negative effects. The results have practical significance for the development of psychological support standards and the transition to hybrid systems, facilitating the sustainable development of human capital in the digital age.