Surviving remotely: How job control and loneliness during a forced shift to remote work impacted employee work behaviors and well‐being

Abstract This paper investigates the impact of job control and work‐related loneliness on employee work behaviors and well‐being during the massive and abrupt move to remote work amid the COVID‐19 pandemic. We draw on job‐demands control and social baseline theory to link employee perceived job control and work‐related loneliness to emotional exhaustion and work‐life balance and posit direct and indirect effects on employee minor counterproductive work behaviors, depression, and insomnia. Using a two‐wave data collection with a sample of U.S. working adults to test our predictions, we find that high job control was beneficially related to emotional exhaustion and work‐life balance, while high work‐related loneliness showed detrimental relationships with our variables of interest. Moreover, we find that the beneficial impact of high perceived job control was conditional on individual segmentation preferences such that the effects were stronger when segmentation preference was low. Our research extends the literature on remote work, job control, and workplace loneliness. It also provides insights for human resource professionals to manage widespread remote work that is likely to persist long after the COVID‐19 pandemic.