The factors impacting affective organizational commitment in remote work environments: A mixed-methods approach

Since May 2020, in response to the COVID-19 pandemic, many companies transitioned their employees to remote work in an effort to prevent the spread of the virus. As employees became physically distanced from the traditional office environment, the question of how this new work arrangement would impact their organizational commitment emerged as a critical area of inquiry. The aim of this study is to examine the factors that influence employees' organizational commitment in remote work settings, a model that became widespread during the pandemic and has since been institutionalized by some organizations. The research employed a mixed-methods approach, integrating both qualitative and quantitative data collection techniques. In the first phase, in-depth interviews were conducted with thirty managers from ICT, Finance and Transportation sectors in Türkiye. The qualitative data were analyzed using NVivo 15 software. Findings revealed that employees with high levels of self-efficacy did not exhibit a decline in their organizational commitment, despite the challenges associated with remote work—particularly when supported by servant leadership and factors that foster intrinsic motivation. Moreover, effective managerial communication, flexible work hours, and close relationships with supervisors were found to enhance work-life balance, thereby contributing positively to commitment. vii Based on the themes identified in the qualitative phase, an online survey was administered to 487 remote employees working across various sectors in Türkiye. The quantitative data were analyzed using SPSS 26.0, AMOS 23.0, and Hayes PROCESS Macro. The findings confirm that (a) self-efficacy positively influences affective organizational commitment, (b) servant leadership mediates this relationship, and (c) for employees with low levels of intrinsic motivation, high self-efficacy is associated with higher organizational commitment. Theoretically, the study emphasizes the critical role of self-efficacy and servant leadership in sustaining commitment in remote work contexts. From a practical standpoint, it highlights the importance of human resource practices that support employee self-efficacy and promote a leadership approach rooted in support, empowerment, and human connection.