The shift in work paradigm owing to the implementation of new policies in the developing countries of Southeast Asia to reduce the spread of COVID-19 has created new challenges for both employers and employees. The study aimed to address the lack of extensive research on the effects of psychological, social, and situational factors on the work-from-home shift in Southeast Asia. This study incorporates the job characteristic theory, emphasizing how specific job characteristics influence motivation and performance. The study emphasizes the importance of creating an innovative and supportive work environment, improving digital capabilities, and promoting sustainable development through high-skill jobs to enhance remote employees' productivity. Valid responses from 288 full-time employees who have the option to work remotely were collected through online survey. The findings indicate that self-discipline, digital capability, and perceived organizational support significantly influence the preference for remote work. Managers should focus on motivating employees, providing support, and establishing a digital infrastructure to maximize productivity. Training and recruitment strategies should adapt to the changing work culture, while social support is crucial for encouraging innovative problem-solving. Trusting employees with autonomy and providing appropriate technologies fosters collaboration, efficiency, and creativity in different work settings.
The phenomenon of "quiet quitting" has gained significant attention globally through various platforms, raising concerns about the impact of workplace stress on individuals' personal lives and sparking social movements and investigations. As the number of Generation Z individuals is projected to surpass millennials by 2050, understanding and addressing the quiet quitting behaviour of this generation becomes crucial, considering their negative experiences during the COVID-19 pandemic and their preference for a work-life balance, which has led to a rejection of intense competition and a desire for a more relaxed lifestyle. Thus, this study investigated the factors (work conditions, job security, perceived career development opportunities, affective organizational commitment, and perceived organizational support on job burnout and employee well-being) determining the quiet quitting intention among Chinese Gen Z employees. It used an online survey to obtain cross-sectional data from 683 respondents, which were then tested using partial least squares structural equation modelling. The results showed that work conditions, job security, perceived career progression opportunities, affective organizational commitment, and perceived organizational support had a significant positive effect on employee well-being and that job burnout had a major negative effect. Furthermore, employee well-being had a significant negative impact on China's Gen Z employees' quit quiting decision and job burnout had a significant positive influence on China's Gen Z employees' quit quiting decision. The findings provide valuable insights for organizations and practitioners, enabling them to address these factors and effectively reduce quiet quitting intentions. Moreover, this study aligns with the Social Exchange Theory (SET), which explains how the interactions between employees and their organizations influence expectations and outcomes. By considering the SET framework, organizations can understand the motivations behind employees' behaviours and make informed decisions to foster a positive work environment and enhance employee well-being.