Remote working has shifted from a marginal practice to a central feature of contemporary employment, particularly within the information technology sector, where digital infrastructure and project-based work make distributed arrangements common. Although many studies report positive links between remote work and employee satisfaction, the existing evidence often remains fragmented or focused on narrow indicators. A broader perspective is needed to understand how employees actually experience remote work and why satisfaction varies across individuals and organisations.

This paper offers a theoretically grounded reappraisal of how remote working shapes satisfaction through wellbeing, work-life balance and perceptions of organisational support. Drawing on Social Exchange Theory and Self Determination Theory, the paper brings together recent empirical findings and organisational scholarship to show that satisfaction in remote settings does not arise from flexibility alone. It develops through the quality of autonomy, employees experience, the strength of their relationships with the organisation and the way remote work practices are structured and supported. These processes influence how employees interpret their work environment, manage boundaries and sustain motivation.

The paper contributes to current debates by clarifying the mechanisms that strengthen or weaken satisfaction in the IT sector. It also presents a conceptual framework that moves beyond simple comparisons between remote and office‑based work, offering a more grounded understanding of the conditions that support positive remote work experiences. Implications are outlined for organisations seeking to promote wellbeing, engagement and sustainable performance in digitally mediated environments.