Employee well-being among remote workers

Abstract

Using Conservation of Resources (COR) and Job Demands–Resources (JD-R) theories, this study explores how perceived organizational support relates to work engagement in a sample of remote workers and investigates three potential moderators of this relationship. The study explored whether techno-overload, work-family conflict, and psychological distress moderated the perceived organizational support–work engagement relationship. Data were collected from 242 full-time remote employees in Canada, the UK, and the USA using a cross-sectional survey design. Findings showed a significant positive link between perceived organizational support and work engagement, highlighting support as a crucial organizational resource. Techno-overload and work-family conflict showed no significant moderating effects. Psychological distress, however, changed the relationship between perceived organizational support and work engagement such that it reduced the positive effects of perceived organizational support when employees reported high distress. These findings highlight psychological distress as a boundary condition for resource efficacy in remote settings. This also provides practical insights for supporting employee well-being in remote work environments.