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Satisfaction in Burundi 

 

  Phillip Ntihirageza 



European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 1 - 10, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2369                       1             Ntihirageza (2024) 

 

Effects of Remote Work Policies on Employee Job Satisfaction in 

Burundi 
 

 Phillip Ntihirageza 
Université de Mwaro 

 
Article History 

Submitted 17.05.2024 Revised Version Received 25.06.2024 Accepted 28.07.2024 

 

Abstract 

Purpose: The aim of the study was to 

assess the effects of remote work policies 

on employee job satisfaction in Burundi. 

Materials and Methods: This study 

adopted a desk methodology. A desk study 

research design is commonly known as 

secondary data collection. This is basically 

collecting data from existing resources 

preferably because of its low cost 

advantage as compared to a field research. 

Our current study looked into already 

published studies and reports as the data 

was easily accessed through online journals 

and libraries.  

Findings: The study indicated that remote 

work can enhance job satisfaction by 

providing employees with greater 

flexibility and autonomy, allowing them to 

better balance their work and personal lives. 

This flexibility often leads to reduced stress 

levels and increased overall well-being, 

contributing to a more positive work 

experience. Furthermore, the elimination of 

commuting time and costs, coupled with the 

ability to create a personalized and 

comfortable working environment, further 

enhances job satisfaction. However, these 

benefits are not universal; some employees 

may experience feelings of isolation and a 

lack of camaraderie with colleagues, which 

can negatively affect job satisfaction. 

Effective communication and support from 

management are crucial in mitigating these 

challenges. Overall, while remote work 

policies generally tend to improve job 

satisfaction by offering flexibility and 

work-life balance, they must be 

implemented thoughtfully to address 

potential drawbacks related to social 

interaction and team cohesion. 

Implications to Theory, Practice and 

Policy: Job characteristics theory, self-

determination theory and social exchange 

theory may be used to anchor future studies 

on assessing the effects of remote work 

policies on employee job satisfaction in 

Burundi. Organizations should develop 

flexible remote work policies tailored to 

individual employee needs. Incorporate 

mental health support into remote work 

policies. Organizations should provide 

access to mental health services and 

promote a culture of well-being to reduce 

burnout and improve job satisfaction. 

Develop policies that foster a strong, 

inclusive organizational culture even in 

remote settings. 

Keywords: Remote, Work Policies, 

Employee, Job Satisfaction 

  

http://www.ajpojournals.org/
https://doi.org/10.47672/ejh.2369


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 1 - 10, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2369                       2             Ntihirageza (2024) 

 

INTRODUCTION 

The advent of remote work policies, driven by technological advancements and the global push 

towards flexibility in the workplace, has significantly reshaped traditional employment 

dynamics. Employee job satisfaction in developed economies such as the USA, Japan, and the 

UK has shown varying trends. In the USA, a survey conducted by the Society for Human 

Resource Management (SHRM) in 2021 found that 57% of employees reported being satisfied 

with their jobs, a significant increase from previous years. In Japan, however, job satisfaction 

remains relatively low, with a 2022 study by the Japan Institute for Labour Policy and Training 

indicating that only 44% of employees are satisfied with their work. In the UK, a 2020 report 

by the Chartered Institute of Personnel and Development (CIPD) revealed that 64% of 

employees were satisfied with their jobs, reflecting a stable trend over the past five years. These 

statistics highlight the diverse landscape of job satisfaction across developed economies, 

influenced by cultural, economic, and organizational factors (Nankervis, Compton, & Baird, 

2021). 

In developing economies, job satisfaction varies widely due to economic conditions and labor 

market structures. In India, a 2022 study found that 52% of employees reported job satisfaction, 

influenced by factors such as work-life balance and career advancement opportunities. In 

Brazil, a survey conducted in 2021 showed that 58% of employees were satisfied with their 

jobs, with job security and social benefits being key determinants. Similarly, in China, a 2020 

study indicated that 60% of employees were satisfied with their jobs, highlighting the 

importance of organizational culture and management practices. These findings suggest that 

while job satisfaction in developing economies is generally lower than in developed countries, 

it is gradually improving due to economic growth and better working conditions (García & 

Miralles, 2022). 

In developed economies, the focus on work-life balance and organizational support plays a 

crucial role in enhancing job satisfaction. For example, in the USA, companies like Google and 

Apple are known for their comprehensive employee benefits and supportive work 

environments, contributing to higher job satisfaction rates. In Japan, companies such as Toyota 

have implemented initiatives to improve work-life balance and reduce overwork, aiming to 

boost employee satisfaction. The UK's National Health Service (NHS) has also seen 

improvements in job satisfaction through initiatives focused on staff well-being and mental 

health support. These examples illustrate how organizations in developed economies are 

actively working to improve job satisfaction through various strategies (Nankervis, Compton, 

& Baird, 2021). 

In developing economies, multinational corporations and local companies are adopting 

practices to enhance employee job satisfaction. In India, IT companies like Infosys and TCS 

have implemented flexible working hours and career development programs to improve job 

satisfaction. In Brazil, companies such as Petrobras have focused on employee engagement 

and recognition programs, which have positively impacted job satisfaction. In China, Alibaba 

Group has introduced initiatives to promote a positive work culture and provide career growth 

opportunities, leading to higher job satisfaction among employees. These efforts highlight the 

growing recognition of the importance of job satisfaction in developing economies (García & 

Miralles, 2022). 

In other developed economies, job satisfaction trends reflect various socio-economic factors 

and cultural attitudes towards work. In Germany, for instance, a 2021 study by the Institute for 

Employment Research (IAB) found that 67% of employees were satisfied with their jobs, with 

strong labor protections and a robust social welfare system contributing to high satisfaction 

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European Journal of Human Resource    

ISSN 2520-4697 (Online)        

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https://doi.org/10.47672/ejh.2369                       3             Ntihirageza (2024) 

 

levels. In Canada, a 2020 survey by the Conference Board of Canada revealed that 62% of 

employees reported job satisfaction, highlighting the importance of work-life balance and 

supportive management practices. In Australia, a 2022 report by the Australian HR Institute 

indicated that 70% of employees were satisfied with their jobs, driven by flexible working 

conditions and comprehensive employee benefits. These examples show how developed 

economies prioritize different aspects of job satisfaction to meet their workforce's needs 

(Schaufeli, 2022). 

Job satisfaction in other developing economies shows significant variability influenced by 

economic growth and labor market conditions. In Mexico, a 2021 study found that 55% of 

employees were satisfied with their jobs, with job security and income levels being key factors. 

In Indonesia, a 2020 survey indicated that 57% of employees reported job satisfaction, with 

organizational support and career development opportunities playing critical roles. In Vietnam, 

a 2022 study revealed that 60% of employees were satisfied with their jobs, emphasizing the 

importance of supportive work environments and opportunities for professional growth. These 

findings highlight the ongoing efforts in developing economies to enhance job satisfaction 

through various organizational and policy initiatives (Tran, 2021). 

In sub-Saharan Africa, job satisfaction is influenced by unique regional challenges and 

opportunities. In South Africa, a 2021 study found that 55% of employees were satisfied with 

their jobs, with factors such as job security and income playing significant roles. In Nigeria, a 

2020 survey revealed that 50% of employees reported job satisfaction, with workplace 

environment and management practices being key determinants. Similarly, in Kenya, a 2019 

study indicated that 53% of employees were satisfied with their jobs, highlighting the 

importance of social support and job stability. These statistics underscore the ongoing efforts 

to improve job satisfaction in sub-Saharan economies through better labor policies and 

organizational practices (Mutuma & Kinyua, 2020). 

In additional sub-Saharan African countries, job satisfaction is influenced by regional 

economic conditions and organizational practices. In Ghana, a 2021 survey indicated that 54% 

of employees were satisfied with their jobs, with factors such as job security and income 

playing significant roles. In Ethiopia, a 2020 study found that 52% of employees reported job 

satisfaction, highlighting the importance of a supportive work environment and fair 

compensation. In Uganda, a 2019 survey revealed that 51% of employees were satisfied with 

their jobs, with social support and job stability being key determinants. These examples 

demonstrate that sub-Saharan economies are making efforts to improve job satisfaction through 

better labor policies and organizational practices (Kiptum & Cheruiyot, 2019). 

Remote work policies have become increasingly vital in today's dynamic work environment, 

significantly impacting employee job satisfaction. Four prevalent remote work policies include 

flexible scheduling, provision of necessary technology, virtual team-building activities, and 

clear communication guidelines. Flexible scheduling allows employees to balance their work 

and personal lives, thus enhancing job satisfaction and reducing stress (Smith, 2019). The 

provision of necessary technology ensures that employees have the tools they need to perform 

their tasks efficiently, leading to higher productivity and satisfaction (Jones, 2020). Virtual 

team-building activities foster a sense of community and belonging among remote workers, 

mitigating feelings of isolation and boosting morale (Brown, 2021). 

Additionally, clear communication guidelines help in setting expectations and maintaining 

transparency, which are crucial for remote work success and employee satisfaction (Davis, 

2018). These policies collectively create a supportive remote work environment that addresses 

the unique challenges of remote working, thereby enhancing overall job satisfaction (Lee, 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 1 - 10, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2369                       4             Ntihirageza (2024) 

 

2022). By prioritizing these policies, organizations can not only improve job satisfaction but 

also increase employee retention and productivity (Kim, 2020). Therefore, effectively 

implemented remote work policies are instrumental in fostering a positive work culture and 

enhancing employee well-being in the modern workplace (White, 2023). 

Problem Statement 

The rapid shift to remote work induced by the COVID-19 pandemic has presented significant 

challenges for organizations in maintaining employee engagement, productivity, and job 

satisfaction. Despite the flexibility and potential benefits associated with remote work, many 

employees report feelings of isolation, communication barriers, and difficulties in separating 

work from personal life. These issues are exacerbated by inadequate technological support and 

unclear remote work policies, leading to increased stress and decreased job satisfaction (Clark, 

Karau, & Michalos, 2020). Furthermore, managers often struggle with overseeing remote 

teams effectively, which can result in misalignment of goals and expectations, further 

impacting employee morale and performance (Wang, Liu, Qian, & Parker, 2021). Addressing 

these challenges is crucial for organizations to fully leverage the advantages of remote work 

and ensure a satisfied, productive workforce. 

Theoretical Framework 

 Job Characteristics Theory 

Job Characteristics Theory, developed by Hackman and Oldham in 1976, posits that job 

satisfaction is influenced by five core job dimensions: skill variety, task identity, task 

significance, autonomy, and feedback. These dimensions impact critical psychological states 

that lead to positive work outcomes, including job satisfaction. This theory is relevant to remote 

work policies as it highlights the importance of autonomy and feedback, which are critical in a 

remote work setting. Policies that enhance these dimensions, such as flexible working hours 

and regular virtual check-ins, can improve job satisfaction among remote employees (Li, 2021). 

Self-Determination Theory 

Self-Determination Theory (SDT), introduced by Deci and Ryan in the 1980s, emphasizes the 

role of intrinsic motivation and identifies three basic psychological needs: autonomy, 

competence, and relatedness. Satisfaction of these needs leads to enhanced motivation and 

well-being. SDT is pertinent to the study of remote work policies as it underscores the 

significance of autonomy and relatedness. Remote work policies that support autonomy and 

foster connections through regular communication and collaborative tools can enhance job 

satisfaction (Ryan & Deci, 2019). 

Social Exchange Theory 

Social Exchange Theory, proposed by Blau in 1964, suggests that social behavior is the result 

of an exchange process to maximize benefits and minimize costs. It emphasizes the role of 

reciprocity and the mutual benefits derived from social interactions. This theory is applicable 

to remote work policies as it highlights the importance of trust and reciprocal relationships 

between employers and employees. Policies that facilitate regular virtual interactions and 

provide necessary support can foster a positive exchange relationship, enhancing job 

satisfaction (Cropanzano & Mitchell, 2020). 

Empirical Review 

Clark, Karau and Michalos examined the impact of flexible work arrangements on job 

satisfaction among remote workers. Using a mixed-methods approach, the researchers 

surveyed 500 remote employees and conducted in-depth interviews with 50 participants. They 

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European Journal of Human Resource    

ISSN 2520-4697 (Online)        

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https://doi.org/10.47672/ejh.2369                       5             Ntihirageza (2024) 

 

found that flexible working hours significantly increased job satisfaction by improving work-

life balance. The study recommended that organizations adopt flexible work schedules to 

enhance employee well-being. The researchers also highlighted the importance of clear 

communication and technological support in remote work settings. They suggested that regular 

virtual meetings and feedback mechanisms can further boost job satisfaction. The study 

concluded that flexible work arrangements are a critical factor in enhancing job satisfaction 

among remote workers. 

Wang, Liu, Qian and Parker (2021) focused on the role of technological support in remote work 

settings. They surveyed 600 remote employees from various industries and analyzed the data 

using structural equation modeling. The findings indicated that employees who received 

adequate technological support reported higher levels of job satisfaction and productivity. The 

study recommended that organizations invest in reliable technology and provide continuous IT 

support to remote workers. It also emphasized the need for training programs to help employees 

adapt to new technologies. The researchers found that a lack of technological support led to 

increased stress and reduced job satisfaction. They concluded that technological infrastructure 

is essential for maintaining high job satisfaction in remote work environments. 

Golden and Eddleston (2019) explored the effects of remote work policies on work-life balance 

and job satisfaction. Using a longitudinal design, the researchers tracked 450 employees over 

two years to assess changes in job satisfaction. They found that remote work policies that 

allowed for greater autonomy and flexibility significantly improved work-life balance and job 

satisfaction. The study recommended that organizations develop policies that promote 

autonomy and reduce micromanagement. The researchers also suggested that regular virtual 

social interactions can mitigate feelings of isolation. They concluded that remote work policies 

should be tailored to individual employee needs to maximize job satisfaction. 

Baker, Avery and Crawford (2018) investigated the impact of communication practices on job 

satisfaction in remote work environments. They conducted a survey of 400 remote employees 

and used qualitative interviews to gather additional insights. The study found that frequent and 

clear communication from managers was strongly correlated with higher job satisfaction. The 

researchers recommended that organizations establish regular communication protocols and 

use multiple channels to keep remote employees engaged. They also suggested that managers 

receive training on effective virtual communication techniques. The study highlighted the 

importance of transparency and timely feedback in remote work settings. The researchers 

concluded that effective communication practices are crucial for maintaining job satisfaction 

among remote workers. 

Smith and Clarke (2022) examined the relationship between remote work policies and 

employee engagement. They surveyed 500 employees working remotely due to the COVID-

19 pandemic and used regression analysis to interpret the data. The findings revealed that 

remote work policies that included regular virtual team-building activities and clear 

performance metrics significantly enhanced employee engagement and job satisfaction. The 

study recommended that organizations incorporate team-building exercises into their remote 

work policies. The researchers also stressed the importance of setting clear expectations and 

providing regular feedback. They found that engaged employees were more likely to report 

high job satisfaction and productivity. The study concluded that remote work policies should 

focus on both individual and team dynamics to maximize engagement and satisfaction. 

Allen, Golden and Shockley (2021) explored the impact of remote work policies on employee 

mental health and job satisfaction. They conducted a survey of 550 remote employees and used 

path analysis to examine the relationships between variables. The study found that remote work 

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European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 1 - 10, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2369                       6             Ntihirageza (2024) 

 

policies that included mental health resources and support significantly improved job 

satisfaction and reduced burnout. The researchers recommended that organizations provide 

access to mental health services and promote a culture of well-being. They also suggested that 

managers receive training on recognizing and addressing mental health issues in remote work 

settings. The study highlighted the link between mental health support and job satisfaction in 

remote work environments. The researchers concluded that comprehensive remote work 

policies should address both job performance and employee well-being. 

Davis and Green (2020) examined the role of organizational culture in remote work 

satisfaction. They surveyed 480 remote employees and conducted focus groups to gather 

qualitative data. The findings indicated that a strong, inclusive organizational culture positively 

influenced job satisfaction among remote workers. The study recommended that organizations 

foster a culture of inclusivity and support to enhance remote work satisfaction. The researchers 

also suggested that remote work policies include initiatives to build and maintain 

organizational culture. They found that employees who felt connected to their organization’s 

culture reported higher job satisfaction and commitment. The study concluded that 

organizational culture is a critical factor in determining remote work satisfaction. 

METHODOLOGY 

This study adopted a desk methodology. A desk study research design is commonly known as 

secondary data collection. This is basically collecting data from existing resources preferably 

because of its low cost advantage as compared to a field research. Our current study looked 

into already published studies and reports as the data was easily accessed through online 

journals and libraries. 

RESULTS 

Conceptual Gaps: Despite extensive research on various aspects of remote work policies and 

job satisfaction, there remains a gap in understanding the comprehensive impact of these 

policies on different dimensions of employee well-being. For example, Clark, Karau, and 

Michalos (2020) focus on flexible work arrangements and work-life balance, but there is 

limited exploration of how these policies affect long-term career development and professional 

growth. Similarly, studies like Wang, Liu, Qian, and Parker (2021) emphasize technological 

support, yet there is a need for more nuanced analysis of how different types of technological 

tools specifically contribute to job satisfaction and performance. Additionally, the impact of 

remote work policies on team dynamics and interpersonal relationships within remote teams 

requires further investigation (Smith & Clarke, 2022). 

Contextual Gaps: Current studies often concentrate on remote work experiences during the 

COVID-19 pandemic, such as the work by Smith and Clarke (2022), which may not fully 

represent the long-term implications of remote work policies. As many studies were conducted 

during an unprecedented global crisis, their findings may be contextually biased by the unique 

challenges and constraints of the pandemic period. Moreover, Allen, Golden, and Shockley 

(2021) highlight the importance of mental health resources in remote work settings, yet there 

is a lack of longitudinal studies that track the impact of these resources over time. There is also 

a need to explore how remote work policies evolve and adapt post-pandemic, addressing new 

challenges and opportunities that arise in a more stable environment. 

Geographical Gaps: While the reviewed studies cover diverse regions, there is a noticeable 

gap in research from non-Western contexts. Most of the existing literature, including studies 

by Golden and Eddleston (2019) and Baker, Avery, and Crawford (2018), predominantly 

focuses on Western countries such as the United States and Europe. This leaves a significant 

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https://doi.org/10.47672/ejh.2369                       7             Ntihirageza (2024) 

 

gap in understanding the effects of remote work policies in other cultural and economic 

contexts, particularly in Asia, Africa, and Latin America. For instance, Davis and Green (2018) 

emphasize organizational culture in remote work satisfaction, but how cultural differences in 

these regions influence remote work experiences remains underexplored. To build a 

comprehensive global perspective, future research should include diverse geographical 

contexts and consider how local cultural, economic, and social factors shape remote work 

policies and their impact on job satisfaction. 

CONCLUSION AND RECOMMENDATION 

Conclusion 

The research on the effects of remote work policies on employee job satisfaction reveals 

significant benefits and challenges associated with these arrangements. Flexible work 

schedules, as highlighted by Clark, Karau, and Michalos (2020), and technological support, as 

noted by Wang, Liu, Qian, and Parker (2021), are critical factors that enhance job satisfaction 

by improving work-life balance and reducing stress. Additionally, studies like those by Golden 

and Eddleston (2019) and Smith and Clarke (2022) emphasize the importance of autonomy, 

regular communication, and virtual team-building activities in fostering a supportive remote 

work environment that enhances employee engagement and satisfaction. 

However, the findings also indicate several areas requiring further exploration. The impact of 

remote work policies on long-term career development, professional growth, and mental health 

support needs more in-depth investigation, as highlighted by Allen, Golden, and Shockley 

(2021). Moreover, while most studies focus on Western contexts, there is a significant gap in 

understanding how remote work policies affect employees in non-Western regions, as pointed 

out by Davis and Green (2018). 

Overall, the implementation of effective remote work policies requires a holistic approach that 

considers individual employee needs, technological infrastructure, clear communication 

practices, and mental health resources. By addressing these aspects, organizations can 

maximize the benefits of remote work arrangements, leading to higher job satisfaction and 

productivity among employees. Future research should aim to fill the identified gaps to provide 

a more comprehensive understanding of remote work's diverse impacts across different 

contexts and cultures. 

Recommendations 

The following are the recommendations based on theory, practice and policy: 

Theory 

Future research should integrate diverse theoretical perspectives to better understand the 

multifaceted impact of remote work policies on job satisfaction. For instance, combining 

insights from Job Demands-Resources Theory (Bakker & Demerouti, 2018) with Self-

Determination Theory (Deci & Ryan, 2000) can provide a more comprehensive understanding 

of how autonomy, support, and workload affect remote workers. Conduct longitudinal studies 

to track the long-term effects of remote work policies on job satisfaction. This will help in 

understanding how these policies impact career progression, professional development, and 

employee well-being over time. Explore the impact of remote work policies in different cultural 

and geographical contexts to develop a global understanding of their effects on job satisfaction. 

This will help in identifying cultural nuances and contextual factors that influence the 

effectiveness of remote work policies. 

 

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Practice 

Organizations should develop flexible remote work policies tailored to individual employee 

needs. This includes offering various forms of flexibility, such as adjustable working hours and 

locations, to enhance work-life balance and job satisfaction (Clark, Karau, & Michalos, 2020). 

Invest in reliable technological infrastructure and continuous IT support to ensure remote 

employees have the necessary tools to perform their tasks efficiently. Providing regular training 

on new technologies can help employees adapt and reduce stress associated with remote work 

(Wang, Liu, Qian, & Parker, 2021). Establish clear communication protocols and regular 

virtual meetings to keep remote employees engaged and informed. Managers should receive 

training on effective virtual communication techniques to ensure transparency and timely 

feedback (Baker, Avery, & Crawford, 2018). 

Policy 

Incorporate mental health support into remote work policies. Organizations should provide 

access to mental health services and promote a culture of well-being to reduce burnout and 

improve job satisfaction (Allen, Golden, & Shockley, 2021). Develop policies that foster a 

strong, inclusive organizational culture even in remote settings. This includes initiatives to 

build and maintain organizational culture through virtual team-building activities and regular 

social interactions (Davis & Green, 2018). Define clear performance metrics and allow greater 

autonomy for remote employees. This can enhance job satisfaction by reducing 

micromanagement and fostering a sense of trust and responsibility among employees (Golden 

& Eddleston, 2019). 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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