Abstract
AbstractThe turbulent COVID‐19 pandemic offered the opportunity to examine employees who are required to work from home (WFH), which can provide significant implications given that some companies have adopted full‐time remote work even after COVID‐19 restrictions have lifted. The current study draws on psychological contract theory and HR differentiation theory to examine the interactive effects of WFH preferences and relational organizational practices such as perceived support, feedback, and information sharing in predicting burnout and turnover intentions. Multi‐wave, U.S. study results demonstrate that higher WFH preference employees are particularly responsive to these practices; they experience greater well‐being when they receive them, but they also seek alternative employment when they do not. Our findings provide insight into the full‐time WFH dynamics and suggest that fully remote organizations should consider not only effective management of employees, but also organizational practices that match employee preferences in times of turbulence.
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