Telework has become a common working modality in most OECD countries (Chênevert et al., 2023), implemented by many organizations to respond to employees' needs, while realizing cost reductions and maintaining high performance. However, the literature on the consequences of telework, both for employees and organizations, offers unclear or equivocal results (see Charalampous et al., 2019). Some studies highlight positive outcomes in terms of increased productivity, greater autonomy, or lower emotional exhaustion and turnover intentions, whereas others indicate negative outcomes such as greater professional isolation, less organizational commitment, or more work-life conflicts. Moreover, studies also suggest that the direction and the magnitude of these effects may depend on the intensity of telework, and the characteristics of a specific job.


This study draws on the Job Demands-Resources model (Bakker et al., 2014) to investigate employee's perceived working conditions and well-being under different working modalities (fully on site, hybrid or fully remote). Data was collected through a questionnaire completed by a semi-representative sample (N = 1'683; 52% F) of employees in a Swiss University. Preliminary results highlight a general positive perception of hybrid telework (2 days per week), mainly because it facilitates task performance and work-life balance without jeopardising relations with peers or supervisors. However, respondents with managerial duties perceive telework as hindering their supervision tasks and undermining their team's cohesion. Furthermore, tenured academics reported higher levels of engagement and satisfaction, while experiencing difficulties to detach from work and maintain work-life balance. Finally, Partial Least Squares Structural Equation Modelling (Becker et al., 2023) will be conducted to test the moderating effect of different working arrangements on the relation between working conditions and well-being outcomes.


The application of our results for optimizing telework will be discussed, namely in terms of boundary management strategies for specific employees, or adapted management practices to supervise remote workers.