Editing Remote work (section)

=== Employee pressure to be seen as valuable ===
Remote workers may experience pressure to produce higher levels of output in order to demonstrate their value and counter perceptions that remote work involves reduced productivity. This pressure, combined with limited coworker interactions and feelings of isolation, was associated with lower levels of job engagement among remote workers in a 2012 study.<ref name="Sardes"/> A 2006 study found that higher-quality relationships with teammates can decrease remote workers' job satisfaction, possibly due to frustrations arising from the challenges of maintaining relationships through digital communication.<ref name="golden006">{{cite journal | last1=Golden | first1=T. D. | year=2006 | title=Avoiding depletion in virtual work: Telework and the intervening impact of work exhaustion on commitment and turnover intentions | journal=Journal of Vocational Behavior | volume=69 | pages=176–187 | doi=10.1016/j.jvb.2006.02.003| s2cid=143888296 }}</ref> However, coworker support and participation in virtual social groups aimed at team building have been found to positively influence job satisfaction in studies conducted in 2001 and 2002,<ref name="Bailey">{{cite journal | url=https://psycnet.apa.org/record/2002-13502-004 | last1=Bailey | first1=Diane E. | last2=Kurland | first2=Nancy B. | year=2002 | title=A review of telework research: findings, new directions, and lessons for the study of modern work | journal=[[Journal of Organizational Behavior]] | volume=23 | issue=4 | pages=383–400 | doi=10.1002/job.144| s2cid=727943 }}</ref><ref name="Ilozor">{{cite journal | url=https://psycnet.apa.org/record/2001-03330-002 | last1=Ilozor | first1=Doreen B. | last2=Ilozor | first2=Ben D. | last3=Carr | first3=John | year=2001 | title=Management communication strategies determine job satisfaction in telecommuting | journal=Journal of Management Development | volume=20 | issue=6 | pages=495–507 | doi=10.1108/02621710110399783}}</ref> potentially through increased opportunities for skill use and greater perceived task significance.

A 2005 study suggested that the relationship between remote work and job satisfaction is complex. Initial increases in remote work may be associated with higher job satisfaction, likely due to greater autonomy. However, as the extent of remote work increases further, declines in feedback and task significance may lead to a plateau or slight decline in satisfaction.<ref name="Golden05">{{cite journal | url=https://psycnet.apa.org/record/2005-02634-009 | last1=Golden | first1=Timothy D. | last2=Veiga | first2=John F. | year=2005 | title=The impact of extent of telecommuting on job satisfaction: Resolving inconsistent findings | journal=[[Journal of Management]] | volume=31 | issue=2 | pages=301–318 | doi=10.1177/0149206304271768 | s2cid=14021410}}</ref> Thus, the amount of remote work plays an important role in shaping its overall impact on employee satisfaction. Barriers to the continued expansion of remote work include employer concerns about trust and employees’ feelings of personal disconnection.<ref>{{cite news | url=https://www.discovery.org/a/4235/ | title=Slow But Steady "Telework Revolution" Eyed | first=Matt | last=Rosenberg | publisher=[[Discovery Institute]] | date=September 26, 2007}}</ref>

Working in a shared office environment may enhance opportunities for collaboration and professional development, potentially contributing to increased employee effectiveness.<ref>{{Cite web |title=20 Tips for Working From Home |url=https://www.pcmag.com/how-to/get-organized-20-tips-for-working-from-home |access-date=December 15, 2022 |website=PCMAG |language=en}}</ref>