Productivity in Remote Work: A Holistic View at Remote Work by Investigating Individual-Level Elements, Interpersonal Dynamics and Organizational Factors

Abstract

Purpose – This study aims to examine the factors influencing productivity in remote work environments, a work model that gained prominence during the COVID-19 pandemic. It investigates the interplay of individual, interpersonal, and organizational factors by integrating Self-Efficacy Theory, Social Exchange Theory, and the Job Demand-Control-Support (JDCS) Model.
Design/methodology/approach – A mixed-methods approach was adopted within the pragmatic paradigm. Quantitative data were collected via surveys from 255 remote workers in Türkiye, and qualitative insights were obtained from 10 in-depth interviews. To assess construct validity and test the hypothesized relationships, the quantitative data were analyzed using AMOS 26 through Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM). Qualitative data were examined using content analysis to provide contextual depth and complement the quantitative findings.
Results – Self-efficacy positively impacts motivation, job satisfaction, and job performance, but does not directly influence productivity. Motivation strongly predicts productivity, whereas job satisfaction has a significant but negative effect, possibly due to a focus on flexibility or work-life balance. Organizational commitment positively influences job performance, motivation, and satisfaction. Unexpectedly, interpersonal relationships have a negative effect on all three, reflecting virtual communication challenges. Technostress and management control & support were found to have no significant direct effects, suggesting adaptation and autonomy in remote work settings. In contrast, the physical work environment was a significant positive contributor to productivity.
Discussion – The study reveals complex interdependencies among personal traits, social dynamics, and organizational structures in remote work settings. It challenges some traditional assumptions, particularly around managerial oversight and technostress, while emphasizing the critical role of motivation, work environment, and relational dynamics. These findings contribute to the theoretical refinement of existing frameworks and offer actionable insights for improving remote work strategies.