• Employees with higher levels of neuroticism face significant difficulties adjusting to remote work, experiencing lower job satisfaction and well-being due to emotional instability, anxiety, and the disruption of structured environments
• Organisations should focus on fostering empowerment through clear communication and autonomy while avoiding micromanagement
• Providing employees with the necessary tools and a supportive home environment can enhance their well-being and job satisfaction

The pandemic revealed the need for flexible remote work arrangements, which many workplaces have retained – driven in the most part by staff preferences for avoiding a daily office-based 9-5.

More recently, Return To Office mandates have been increasing as CEOs advocate for the importance of in-person collaboration in driving productivity and maintaining company culture. Andy Jassy, CEO of Amazon, recently argued that “we need to be in the office more to regain the agility and innovation that we had before.” This was echoed by Elon Musk who has been quite direct, stating, “if you don’t show up, we will assume you have resigned”. Similarly, David Solomon of Goldman Sachs describes remote work as an “aberration,” asserting that “the firm’s culture is built on people interacting with one another.”

As these leaders push for a shift back to in-person work, the realities of this transition are particularly salient for employees who have already adapted to new work arrangements. A survey conducted by Blind revealed that 91% of staff were dissatisfied with Jassy’s recent tightening of the rules requiring staff to return to the office five days a week.

I find myself sympathising, having shifted from a five-day-a-week commute in London (I still look back on my 90-minute commute with dread and have to remind myself that rushing into London is unnecessary—I’m not late for work anymore) to coming into the office just twice a week. Now, I live over 85 miles away from my workplace, and hybrid is my new normal.

It’s a new way of working, and a new way of being productive, but my secret is that… I’m not particularly good at working from “home”. I’m much more productive at a workspace—or a café. A lunch meeting, perhaps? Tea and cake? No that’s pushing it. But working from home? Not my favourite.

But, while I may simply dislike working from home, research from King’s Business School and Norwich Business School indicates that some workers might find such arrangements incredibly difficult. Individuals who experience high levels of neuroticism face even greater hurdles.

From Office to Isolation

In the research, neuroticism (a major personality trait associated with emotional instability and vulnerability to stress) played a key role in determining how well employees adjusted to working remotely. People with high levels of neuroticism thrive in structured environments with clear expectations and consistent routines, all of which were disrupted during the pandemic. This, the study suggests left them more likely to experience anxiety, mood swings, and self-doubt, which made the prospect of working from home especially difficult.

Led by researchers Duncan Jackson, Amanda Jones, George Michaelides, and Dr. Chris Dewberry, the study involved surveying 337 employees who had transitioned from office-based to remote work during lockdown.

The study looked at factors such as job satisfaction, work readiness, and neuroticism using simple questionnaires. For example, job satisfaction was measured by asking participants four questions about how happy they were with their jobs. Work readiness included two parts: how comfortable workers were with technology, measured by four questions, and how suitable their home was for work, also measured by four questions.

Neuroticism was measured via statements, such as “I have frequent mood swings,” to gain an overview of how stable employees’ emotions were.

Overall, employees with more significant levels of neuroticism reported decreased job satisfaction and struggled with their overall well-being. For many the loss of social interaction, coupled with the challenges of balancing home and work life, intensified feelings of stress and uncertainty.

Empowerment, defined by the researchers as an employee’s sense of control, competence and autonomy, was found to be crucial for maintaining well-being in remote work settings. Employees who felt empowered by their organisations—those who were trusted to manage their workloads without micromanagement—reported higher job satisfaction and better mental health. However, employees who felt they were being closely monitored by their managers reported lower levels of empowerment and greater dissatisfaction with their jobs.

For employees with higher neuroticism, achieving this sense of empowerment was found to be even more difficult. “We can see that a ‘one size fits all’ approach to managing remote workers may be a mistake,” says Amanda Jones, Senior Lecturer in Organisational Behaviour and Human Resource Management at King’s Business School. “Some people will require much more structure and direction than others, especially where remote working is a requirement, rather than a choice.”

There is a fine line between providing structure and micromanaging. For employees with neuroticism who may already feel anxious about their performance, keeping too close an eye on staff, monitoring their work and constant “checking in” was found to only heighten these feelings, leading to increased stress and a lack of motivation. Achieving a balance that allows staff to feel trusted to work with a degree of autonomy but not isolated or overlooked, the researchers say, is vital is supporting staff to achieve their potential.

 To support employees working from home, the researchers suggest that organisations should focus on clear communication to build trust and empowering teams by giving them autonomy over their tasks. Additionally, they note, it’s important to ensure employees have the necessary technology and a suitable homework environment.

Organisations should also recognise employees’ contributions more regularly to reinforce their value and enhance overall well-being. Doing so, they say, leads to greater job satisfaction and commitment

Home Sweet Home (Office)

But support for staff goes beyond considerate management. Another key finding from the study is the impact of the home environment. Employees who felt their homes were well-prepared for remote work reported higher levels of empowerment and well-being. This means employers who enforce work from home policies might find benefit in supporting staff by ensuring the right equipment—such as ergonomic chairs, reliable internet, and quiet spaces—is readily available.

For example during the pandemic many companies began providing their employees with stipends to set up home offices. Pre-Musk Twitter in particular offered $1,000 to every employee for home office setup, recognising that a well-equipped environment was key to productivity and mental well-being. This gesture not only demonstrated organisational support but also gave employees the tools they needed to feel more empowered and in control of their work.

For employees with higher levels of neuroticism in particular, the research highlights that an unprepared home environment can exacerbate feelings of stress and anxiety. Perhaps the lack of proper office equipment or an unreliable internet connection can turn minor inconveniences into major sources of distress. Helping to solve  some of these problems can help such employees to feel more settled and give them the headspace to focus on their work.

“If employees feel that their organisation supports and empowers them to get on with their job in the context of a sudden change, then those employees are more likely to experience increased well-being” highlights Duncan Jackson, Professor of Organisational Psychology & Human Resource Management at King’s Business School. “Organisations need to show they support their employees and not just pay lip service to the idea of support.”

Beyond Basics…

The findings underscore the importance of managers taking steps to support employees beyond the basics, including ensuring the tools and space necessary to create effective home workspaces are made available where possible.

The pandemic exposed the possibilities for making work arrangements more flexible which, for many, has introduced a wealth of opportunity when it comes to better managing the work/life balance, improving their lives immeasurably. It also brought opportunities for employers – whether in being able to hire from a wider pool of talent where geography was no longer a requirement of employment or simply reducing the need to pay for office space. But the same does not ring true for everyone. For those who crave routine, thrive on being around people or those who have neurodivergent needs there are vulnerabilities that come with being based at home long-term.

However, with the right organisational support—focusing on empowerment, flexibility, and a well-prepared home environment— employers can cater to everyone regardless of where the work takes place. Even when it happens over cake.

By, Alex Lopez

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