Aim/Purpose
This paper critically examines how remote and hybrid work, though widely celebrated for increasing flexibility and sustainability, can reproduce or exacerbate structural, organizational, and psychological inequalities among employees.

Background
While remote work is often associated with positive outcomes, mainstream discussions underrepresent the disparities it can generate. This paper addresses this gap by applying a Critical Work and Organizational Psychology (CWOP) perspective to analyze inequities across access, control, and well-being.

Methodology
This is a concept-driven critical review. The selection of literature prioritized theoretical depth and relevance rather than exhaustive coverage. The analysis is interpretative and interdisciplinary, informed by work psychology, organizational studies, and labor sociology.

Contribution
The paper introduces a multidimensional critique of remote work, offering theoretical insights and practical recommendations to promote equity in remote and hybrid work environments.

Findings
Remote work access is stratified by job level, socioeconomic status, and digital infrastructure. Organizational control, biased monitoring, and visibility bias reinforce hierarchies. Individual disparities, such as psychological capital, caregiving burdens, and digital competence, further marginalize certain groups.

Recommendations for Practitioners
Organizations should adopt role-based eligibility, provide equitable resources, use outcome-based evaluations, and support caregivers and mental health needs.

Recommendations for Researchers
Future studies should assess the long-term impact of remote work on marginalized groups and examine how emerging technologies affect workplace equity.

Impact on Society
The findings highlight the risk that remote work may deepen societal inequalities if equity is not a central design goal.

Future Research
Research should explore intersectional impacts and the ethical integration of AI and digital tools in remote work.