Remote Work Autonomy and Job Satisfaction-The Moderating Role of Managerial Trust

Abstract

The widespread adoption of remote and hybrid work arrangements has transformed the nature of work, placing greater emphasis on employee autonomy and managerial trust. While remote work autonomy is generally associated with positive employee outcomes, its effectiveness may depend on contextual leadership factors. This study examines the relationship between remote work autonomy and job satisfaction and investigates the moderating role of managerial trust in strengthening this relationship. Drawing on Self‑Determination Theory and Social Exchange Theory, the study proposes that autonomy enhances job satisfaction by fulfilling employees’ psychological needs, while managerial trust acts as a critical boundary condition that reinforces the benefits of autonomy in remote work settings.

Using a quantitative, cross‑sectional research design, data were collected through a structured questionnaire administered to employees working in remote or hybrid modes across service‑oriented industries. Structural Equation Modeling (SEM) was employed to test the hypothesized relationships and examine the interaction effect. The findings indicate that remote work autonomy has a significant positive impact on job satisfaction. Moreover, managerial trust significantly moderates this relationship, such that the positive effect of autonomy on job satisfaction is stronger when employees perceive high levels of trust from their managers.

The study contributes to the growing literature on remote work by integrating autonomy and trust mechanisms and offers practical insights for organizations seeking to improve employee satisfaction in flexible work environments. Implications for theory, managerial practice, and future research are discussed.