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<p>This study explores employee well-being in remote work settings, focusing on how Job Autonomy (JA) and Work-Family Conflict (WFC) influence workplace experiences. Anchored on Job Demand and Resource (JD-R) Theory, the study examines the mediating role of Work-Life Balance (WLB) and the moderating effect of Technological Requirements (TR) in these relationships. A quantitative survey methodology was employed, and data were collected via purposive sampling from individuals experiencing remote work in various organizations across Pakistan (n = 252). The sample included participants with diverse work portfolios and experience in technology-enabled remote settings. The findings indicate that JA significantly improves employee Workplace Well-Being (WPW), while WFC exhibits a significant negative relationship with WPW, consistent with JD-R theory. WLB was found to partially mediate the effects of both JA and WFC on WPW. Moreover, TR moderates the relationship between WLB and WPW, suggesting that adequate digital tools and systems enhance positive outcomes. These findings contribute to theoretical understanding of remote work dynamics and offer practical guidance for organizations to strengthen employee well-being by promoting autonomy, supporting effective management of work-family overlap, and investing in reliable digital infrastructure. By doing so, employers can create environments that foster productivity, satisfaction, and resilience.</p>

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Work dynamics and job autonomy as drivers of sustainable workplace well-being in digitally enabled remote work settings

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年3月5日

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  • Muhammad Jawwad Nasir Malik,
  • Mubashar Ali,
  • Asad Malik,
  • Shamir Malik

摘要

This study explores employee well-being in remote work settings, focusing on how Job Autonomy (JA) and Work-Family Conflict (WFC) influence workplace experiences. Anchored on Job Demand and Resource (JD-R) Theory, the study examines the mediating role of Work-Life Balance (WLB) and the moderating effect of Technological Requirements (TR) in these relationships. A quantitative survey methodology was employed, and data were collected via purposive sampling from individuals experiencing remote work in various organizations across Pakistan (n = 252). The sample included participants with diverse work portfolios and experience in technology-enabled remote settings. The findings indicate that JA significantly improves employee Workplace Well-Being (WPW), while WFC exhibits a significant negative relationship with WPW, consistent with JD-R theory. WLB was found to partially mediate the effects of both JA and WFC on WPW. Moreover, TR moderates the relationship between WLB and WPW, suggesting that adequate digital tools and systems enhance positive outcomes. These findings contribute to theoretical understanding of remote work dynamics and offer practical guidance for organizations to strengthen employee well-being by promoting autonomy, supporting effective management of work-family overlap, and investing in reliable digital infrastructure. By doing so, employers can create environments that foster productivity, satisfaction, and resilience.