We reflect on the complex dynamics of remote working as a form of work flexibility within the higher education (HE) sector. Guided by Self-Determination Theory (SDT), the reflection builds on research into the experiences of administrative and support staff in two HE institutions during and after periods of enforced remote work. The reflection moves beyond summary to offer deeper insight into the evolving world of work in academia. The impetus was the sudden shift to remote work following the COVID-19 pandemic in 2020. For workers in support functions, this transition sparked debate within HE, with limited prior research to inform leadership responses. Independent studies at universities in South Africa and Austria explored staff experiences, and the consistent emergence of autonomy as a key theme led to collaboration and the application of SDT as a robust explanatory framework for optimal remote working conditions. Findings revealed that the three core psychological needs identified in SDT—autonomy, relatedness, and competence—were evident in remote work experiences. These were operationalized as self-regulation, connectivity, and flexibility as a way of working.

This study aimed to investigate the relationship between remote work autonomy and employee productivity, and to examine whether intrinsic motivation mediates this relationship among remote workers. A descriptive correlational research design was employed with a sample of 394 remote employees from various sectors in Bulgaria, selected based on Krejcie and Morgan’s sample size table. Standardized measurement tools were used to assess remote work autonomy (Work Design Questionnaire –autonomy subscale), intrinsic motivation (Work Extrinsic and Intrinsic Motivation Scale –WEIMS), and productivity (Individual Work Performance Questionnaire –IWPQ). Data were analyzed using SPSS-27 for Pearson correlation and AMOS-21 for Structural Equation Modeling (SEM) to test direct and indirect relationships between variables and assess model fit. Pearson correlation analysis revealed significant positive associations among all study variables: remote work autonomy and intrinsic motivation (r =. 41, p =. 001), remote work autonomy and productivity (r =. 38, p =. 002), and intrinsic motivation and productivity (r =. 46, p <. 001). SEM results indicated that remote work autonomy had botha direct effect on productivity (β = 0. 38, p =. 002) and an indirect effect through intrinsic motivation (β = 0. 19, p =. 003), with a total effect of β = 0. 57 (p <. 001). The model showed a good fit to the data (χ²/df = 2. 08, CFI =. 96, RMSEA =. 053, TLI =. 95). The findings demonstrate that intrinsic motivation partially mediates the relationship between remote work autonomy and productivity, highlighting the critical role of psychological motivation in optimizing performance in autonomous work environments. Organizations should focus on fostering both structural autonomy and motivational support to enhance remote employee productivity.

This study aimed to investigate the predictive roles of remote work experience and perceived career development on organizational loyalty among employees in Greece. The study adopted a correlational descriptive design involving 360 full-time employees from public and private organizations across Greece, selected using Krejcie and Morgan’s sample size determination table. Standardized tools were used to measure the dependent variable (Organizational Loyalty) and the independent variables (Remote Work Experience and Perceived Career Development). Data were analyzed using SPSS-27, including Pearson correlation to assess the relationships between variables and multiple linear regression to evaluate the predictive power of the independent variables on organizational loyalty. Assumptions of normality, linearity, multicollinearity, and homoscedasticity were tested and confirmed before regression analysis. Pearson correlation analysis showed that organizational loyalty was significantly correlated with both remote work experience (r =. 42, p <. 001) and perceived career development (r =. 53, p <. 001). Multiple linear regression analysis revealed that the model was statistically significant, F(2, 357) = 90. 36, p <. 001, with an R² of. 34, indicating that 34% of the variance in organizational loyalty was explained by the two predictors. Both remote work experience (β =. 27, t = 5. 71, p <. 001) and perceived career development (β =. 42, t = 7. 32, p <. 001) significantly contributed to the prediction of organizational loyalty. The results underscore the critical importance of fostering high-quality remote work experiences and providing visible career development opportunities to enhance organizational loyalty. Organizations aiming to retain talent in hybrid or remote environments should prioritize both flexible work structures and long-term growth pathways for employees.