Employee pressure to be seen as valuable[edit]
Remote workers may feel pressure to produce more output in order to be seen as valuable, and reduce the idea that they are doing less work than others. This pressure to produce output, as well as a lack of social support from limited coworker relationships and feelings of isolation, leads to lower job engagement in remote workers.[68] Additionally, higher-quality relationships with teammates decreased job satisfaction of remote workers, potentially because of frustrations with exchanging interactions via technology.[86] However, coworker support and virtual social groups for team building had a direct influence on increasing job satisfaction,[87][88] perhaps due to an increase in skill variety from teamwork and an increase in task significance from more working relationships.
The inconsistent findings regarding remote work and satisfaction may be explained by a more complicated relationship. Presumably because of the effects of autonomy, initial job satisfaction increases as the amount of remote work increases; however, as remote work increases, declines in feedback and task significance lead job satisfaction to level off and decrease slightly.[89] Thus, the amount of remote work influences the relationship between remote work and job satisfaction. Barriers to the continued growth of remote work include distrust from employers and personal disconnectedness for employees.[90]
Working in the office with other workers could increase the potential of the worker.[91
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