For employees, at least in part, working from home is seen in the same light as that of companion research, which found that work welfare is closely linked to meeting six fundamental human needs through work.2
But despite the large quantity of management books on the value-added of giving responsibility and freedom to workers3, the harsh reality is that there are only a few Shopifys and Ryans among the many companies stuck in the old Taylorism-like paradigm of work organisation. There, workers have often been assigned to a specific rigid posture in a hierarchy which in turn provides the orders for a job done fulltime and on-premises.
One peculiar expectation of new work organisations was remote work, but this has failed to scale as fast as anticipated. Looking at the period pre-COVID, WFH was limited, used by barely 15 per cent of the European population. The COVID-19 pandemic obviously boosted WFH out of necessity, because of lockdown rules. Forty per cent of workers were working from home in both the US and Western Europe in the first months of the pandemic, or
