New research reveals why flexibility alone doesn’t guarantee employee satisfaction

Working from home has transformed from an occasional perk to a defining feature of the information technology sector, but new research reveals that simply allowing remote work doesn’t automatically make employees happier. What matters is how that flexibility is structured, supported, and experienced.

A conceptual study published in the International Journal of Social Sciences and Humanities Development examines why some IT professionals thrive working remotely whilst others struggle, despite having the same flexible arrangements. The findings challenge the assumption that location independence alone drives satisfaction.

“Remote work isn’t inherently good or bad for satisfaction,” explains Oluwanifesimi Ibikunle from the Department of Project Management at the University of Northampton, the study’s first author. “What matters is whether employees experience genuine autonomy, maintain strong relationships with their organisations, and receive adequate support for managing work boundaries.”

Beyond Location

The research identifies three critical factors that distinguish satisfying remote work from problematic arrangements: the quality of autonomy employees experience, the strength of their organisational relationships, and the adequacy of structural support for managing work-life boundaries.

“True autonomy means more than choosing where to work,” notes Dr Temiloluwa Ajibade from Health Business School at Health Science University in London. “It means having genuine control over how and when work gets done, being trusted to manage your own schedule, and having authority to make decisions without constant oversight. When remote work simply relocates micromanagement from the office to Zoom, satisfaction suffers.”

Social Exchange Theory provides a lens for understanding these dynamics. When remote employees believe their organisation cares about their wellbeing, provides necessary resources, and values their contributions, satisfaction increases substantially. “The strength of organisational relationships doesn’t depend on physical proximity,” argues Dr Kennedy Oberhiri Obohwemu, Director of PENKUP Research Institute. “What matters is whether employees feel valued, supported, and connected to organisational goals.”

The Balance Problem

Work-life balance emerges as particularly complex. Flexibility theoretically allows better integration of professional and personal responsibilities, but the same flexibility can create work-life blur where boundaries dissolve and work expands to fill all available time.

“Work-life balance requires boundaries, not just flexibility,” observes Dr Christianah Adekunbi Falade from the Department of Business Management at Scholars School System in Bradford. “Remote workers need clear expectations about when they’re available, explicit permission to disconnect outside working hours, and organisational cultures that respect boundaries rather than expecting constant responsiveness.”

Individual circumstances matter enormously. “We can’t treat remote work as a one-size-fits-all solution,” notes Dr Charles Leyman Kachitsa from Leeds Trinity University. “What works brilliantly for one employee might be terrible for another depending on their living situation, personality, work style, and life stage.”

The IT sector’s technical sophistication creates a paradox. “IT professionals are comfortable with technology but that doesn’t mean they’ve figured out healthy ways to use it,” observes Oladipo Vincent Akinmade from the Digital Health and Rights Project at the University of Warwick. “Being able to work anywhere, anytime through digital tools doesn’t mean you should. The always-on culture enabled by technology can be particularly intense in the IT sector.”

What Organisations Must Do

The findings offer practical guidance. “Remote work requires deliberate organisational design,” argues Oluwafemi Emmanuel Ooju from the World Health Organisation in Abuja. “You can’t just tell people to work from home and expect everything to work out. Organisations need policies on availability expectations, investment in collaboration technology, and mechanisms for maintaining organisational culture.”

Trust matters more than surveillance. Dr Eddy Eidenehi Esezobor from Universidad Católica San Antonio de Murcia notes: “Some organisations respond to remote work with monitoring software that tracks activity. This approach undermines the autonomy that makes remote work satisfying, treating employees as potential shirkers rather than trusted professionals.”

Future research needs to examine long-term effects. “Most research examines short-term satisfaction, but questions remain about career development, innovation, and sustainability of remote arrangements over many years,” observes Daniel Obande Haruna from St. Mary’s University in London.

A Grounded Perspective

“The question isn’t whether remote work is good or bad,” concludes Dr Festus Ituah from Regent College in London. “It’s under what conditions remote work supports satisfaction, wellbeing, and performance. Understanding those conditions allows organisations to design practices that genuinely enhance employee experience rather than just reducing office costs whilst calling it flexibility.”

About the Study

The research, “Remote Working and Employee Satisfaction in the Information Technology Sector: A Conceptual Reappraisal Grounded in Wellbeing and Work Experience,” appears in the International Journal of Social Sciences and Humanities Development, Volume 3, Issue 2. The study was conducted by researchers from institutions across the UK, Spain, and Nigeria, with support from PENKUP Research Institute, United Kingdom.

Check it out here:

https://www.researchgate.net/publication/400401197_Remote_Working_and_Employee_Satisfaction_in_the_Information_Technology_Sector_A_Conceptual_Reappraisal_Grounded_in_Wellbeing_and_Work_Experience

https://doi.org/10.55640/ijsshd-v03i02-02