Remote Work Is Not a Place
For decades, remote work was seen as a futuristic prospect or an option reserved for a small elite of "privileged" workers. The pandemic then abruptly accelerated this change, quickly turning it into an everyday reality for millions of people and moving work activities into our homes. However, working remotely is not simply a matter of moving from an office desk to a home one. Rather, it implies a broader and deeper rethinking of how work is organized and experienced.
The Study
These issues were examined in a study conducted within a large Italian company operating in the services sector, characterized by the widespread adoption of remote work among its employees. The research analyzed the implications of the intensity of remote work (in terms of frequency and perceived strain), job characteristics (autonomy and task interdependence), and the quality of social relationships (with colleagues and supervisors) on satisfaction and engagement, with results differentiated by employees’ roles (managers and non-managerial staff).
Fulfillment and Engagement
The first finding is surprising: the number of days spent working from home does not affect how satisfied people feel with their job. This challenges a widespread assumption, namely that remote work automatically leads to greater wellbeing. In practice, the picture is more nuanced. The ability to organize one's time often coexists with other aspects, such as the loss of spontaneous interactions and a greater sense of distance from others. These positive and negative elements appear to balance each other out.
However, when looking at engagement — that is, the extent to which individuals invest energy and attention in their work — the picture changes. As the number of remote working days increases, engagement tends to decline. This is not an immediate effect, but one that develops over time, also linked to how relationships and a sense of belonging are maintained. Another aspect emerges clearly: it is not only "where" we work that matters, but "what it costs" in terms of energy to stay focused in less structured environments, collaborate without face-to-face interaction and bridge communication gaps. As this strain increases, both satisfaction and engagement tend to decrease.
Not All Jobs Are Created Equal
The type of work also makes a difference. Those with greater autonomy tend to benefit more from remote work, particularly among employees without coordination responsibilities. By contrast, when tasks are highly interdependent, distance reduces satisfaction, especially among non-managerial staff.
Finally, relationships play a fundamental role. Connections with colleagues — and even more so with one's manager — are decisive. Where these relationships are strong, people feel more engaged and more satisfied. And this holds true both for those who lead and for those who are led.
The Relationship with Supervisors
In particular, the relationship with supervisors plays a central role. It not only directly improves the work experience, but also mitigates the negative effects of the strain associated with remote work. In other words, a strong relationship with one's supervisor can at least partially offset the limitations of distance.
Overall, remote work appears to be neither a simple solution nor a problem in itself. Its effects depend on how it is organized, the nature of the tasks involved and the quality of relationships among people. It is not enough to decide how many days to spend in the office and how many at home. The real challenge runs deeper and concerns how work is designed and experienced. Because when places and times change, so too does the way people feel about their work.
