Technostress, Remote Work, and Organizational Performance in Selected Higher Education Institutions (HEIs) in the National Capital Region: Basis for a Strategic Development Plan

This study examines the impact of technostress and remote work on organizational performance in selected Higher Education Institutions (HEIs) in the National Capital Region, focusing on administrators, faculty, and non-teaching personnel. The research aims to assess how digital demands, work arrangements, and institutional support mechanisms influence employee well-being, engagement, and performance outcomes. Data were collected through structured surveys from 547 respondents across multiple HEIs, employing a descriptive research design with complementary quantitative and qualitative analyses.
The results indicate that technostress is moderately evident among employees, with outcome effects— such as mental fatigue, reduced engagement, and turnover intention—being most strongly perceived, particularly by faculty and non-teaching personnel. Remote work was generally perceived as highly beneficial, enhancing productivity, job autonomy, and work-life balance, although technical infrastructure and administrative workload posed minor limitations. Organizational performance was rated very satisfactory overall, with the highest scores in service quality, productivity, and goal achievement, but resource utilization emerged as an area needing improvement. Correlation analysis revealed that remote work has a significant, albeit low, negative relationship with organizational performance, while technostress showed no significant direct effect. Hindering and facilitating factors highlight the importance of accessible IT support, user-friendly systems, flexible schedules, clear policies, and leadership support in promoting employee effectiveness and institutional resilience.
Based on these findings, a strategic development plan was proposed to strengthen digital competency, mental health support, communication systems, and adaptive leadership while promoting sustainable remote work practices. The plan was assessed as highly suitable, acceptable, and feasible by all employee groups, indicating strong stakeholder alignment and potential for successful implementation.

Technostress, Remote Work, Organizational

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