To work (remotely) or not to work (remotely) - that is the question: The case for remote working according to Self-Determination Theory

While COVID-19 seems like a lifetime ago, I have noted that many leaders are overlooking the benefits of the remote work and hybrid model of working that carried organizations through the pandemic. In many cases, organisations have started regressing back to bias against people who work remotely or flexibly, and this model of working has once again become taboo, with many highly visible leaders openly saying that it holds people back from progressing in their careers.? However, some statistics that leaders who are hesitant about remote working should note are:

• Remote workers are 35% to 40% more productive compared to their office counterparts.

• 98% of remote workers would like to work remotely, at least some of the time, for the rest of their careers.
• Remote work allows companies to tap into a larger talent pool by hiring individuals regardless of their geographical location.

• 71% of remote workers note that remote work enhances work-life balance.

• 75% of remote workers feel connected to their colleagues, even though a majority work across time zones.

In this issue of Insights from an Organisational Psychologist, I will look at the benefits of remote working and show a compelling argument for its viability and benefits through the principles of Self-Determination Theory.

Self-Determination Theory (SDT) was developed by renowned psychologists Edward Deci and Richard Ryan. This theory explores human motivation and personal growth and states that humans have three inherent psychological needs:?

1. Autonomy refers to the need for individuals to have control over their actions and decisions. They have the freedom to choose how to approach tasks, manage time, and achieve goals. Autonomy is often associated with greater job satisfaction, creativity, and performance.
2. Competence refers to the need to feel effective and capable in one's activities and feel like you have the skills and knowledge to tackle challenges and be an authority in your area of expertise. Employees are more likely to confidently approach tasks, persist in the face of obstacles, and experience a sense of accomplishment when their sense of competence is fulfilled.
3. Relatedness refers to the need for individuals to feel connected to others and experience a sense of belonging. They have meaningful relationships, feel supported, and feel like they belong to a community.?

When these needs are met, individuals are more likely to experience optimal functioning, enhanced well-being, and sustained motivation. There are a lot of misconceptions that remote working limits one or more of these psychological needs, however, I would argue that it acts as a catalyst to better fulfill these needs for employees with a wide range of lifestyle variations.

Autonomy

Remote work is a natural fit for fostering autonomy. By its very nature, working from home offers employees the flexibility to structure their workday in a way that aligns with their personal preferences and peak productivity hours. People can work with their natural rhythm, tackling complex work when they are more efficient and being able to tailor their schedules according to their unique needs and working styles.

Moreover, employees who are entrusted to manage their own time and tasks often feel empowered and respected, which are both significant drivers of intrinsic motivation. Research has consistently shown that employees who experience higher levels of autonomy report increased job satisfaction, lower stress, and better overall well-being. A survey by Atlassian revealed that 83% of employees with high autonomy have a positive perception of their organizational culture, compared to 47% of those with limited control, so it has tangible benefits for both the employee and the employer.

Competence

Remote work can be a powerful tool for enhancing competence. By providing a focused, distraction-free environment, working from home allows employees to fully immerse themselves in their tasks and achieve a state of deep concentration. This heightened focus can lead to increased productivity, higher-quality work, and a greater sense of ability to perform tasks to high standards.

Remote work often requires employees to develop new skills and adapt to new technologies, giving employees the opportunity to upskill themselves and further their sense of competence and embrace continuous learning. This ongoing growth and development can be a significant source of motivation, as employees feel a sense of progress and personal accomplishment.

Relatedness?

You may assume that remote work negatively impacts relatedness and the ability of employees to forge meaningful relationships. Working from home can sometimes feel isolating and provide fewer opportunities for spontaneous interactions and water cooler conversations that many believe spark innovation. However, with the right strategies and tools, remote work can actually enhance relatedness and strengthen team bonds and collaboration.

The key to promoting relatedness is to leverage technology optimally. Encouraging video conferencing (preferably with cameras on), instant messaging, and collaborative platforms allows teams to communicate seamlessly, share ideas, and work together on projects. By leveraging these tools, organizations can create a sense of virtual presence, which holds the same social weight as physical presence, and create a sense of belonging.

Moreover, intentional efforts to build relationships and create shared experiences can go a long way in promoting relatedness. When you are working in your own environment, you are allowing others into a glimpse of your world, encouraging authenticity and building deeper connections with others that wouldn’t be forged in the workplace. We learn about other people’s families (how many children have made special appearances in virtual meetings!) Even a virtual background can be a conversation starter that gives you a glimpse into the person in front of the camera. Making sure to carve out time and give importance to virtual team-building activities, regular check-ins, and informal social events can further help remote employees feel connected and supported.

Putting Self-Determination Theory into Practice?

To fully reap the benefits of remote work through the lens of Self-Determination Theory, organisations can implement several strategies:

1. Embrace autonomy: Give employees the freedom to structure their workday and make decisions about how to approach their tasks. Focus on outcomes rather than processes, allow people to choose their working hours, and destigmatise working remotely and from different locations. If allowing people to fully choose their working hours makes a business difficult to run, consider having core hours (say, 10AM - 3PM) and allow people to choose which other hours they would like to work. This ensures balancing coordinated hours with giving flexibility and autonomy. Ensure that employees know that you trust them to do their work and do a good job. An employee who is unmotivated will be equally as unmotivated in an office as they would be at home.
2. Invest in competence: Provide opportunities for skill development and continuous learning. Offer training and resources to help employees learn new technologies and remote work best practices. Make sure to stay up to date with the latest remote work-enabling technologies, as new offerings are frequently being added to the market.
3. Prioritize relatedness: Use technology to facilitate regular communication and collaboration. Organize virtual social events and team-building activities to strengthen interpersonal connections. Take the initiative to get to know people on a deeper level, for example asking team members to join a call with a background that represents them, or that gives a glimpse into what they did over the weekend. These micro-moments of vulnerability develop trust and a sense of camaraderie in a team.

Self-Determination Theory is an insightful framework that when followed, can help create a more motivated, engaged, and resilient workforce. If organisations recognise that remote work is a strategic advantage rather than a temporary solution for the pandemic, they can create a more empowered workforce that is loyal to the organisation. As we look to the future and the importance that employees place on flexibility, organisations that shift their perspective on remote working and leverage the power of Self-Determination Theory will be the ones that succeed in attracting, retaining, and empowering top talent.

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