Remote but connected: how organizational trust and work–life balance shape well-being among Europe's digital workforce

Purpose Although organizational trust (OT) and work–life balance (WLB) have been widely examined in relation to employee outcomes, less is known about how they operate in full-time remote work contexts, where physical proximity, direct supervision, spontaneous interaction, and clear work–home boundaries are reduced. This study argues that OT and perceived WLB function as key relational and boundary-management resources for sustaining psychological well-being (PWB) among remote workers. Drawing on self-determination theory (SDT), this study examines whether the satisfaction of employees' basic psychological needs for autonomy, competence, and relatedness mediates these relationships. Design/methodology/approach Using data from the 2021 European Working Conditions Survey (EWCS), the study analyses a sample of 1,493 remote employees in the European technology sector. Structural equation modelling is used to examine the direct and indirect relationships between OT, perceived WLB, and PWB through the satisfaction of basic psychological needs. Findings Both OT and perceived WLB are positively associated with employees' PWB. These relationships are partially mediated by the satisfaction of competence and relatedness, whereas autonomy does not emerge as a significant mediator. Originality/value This study contributes to remote work and human resource development (HRD) research by showing that OT and perceived WLB support PWB through different psychological mechanisms. In particular, the findings indicate that competence and relatedness emerge as significant need-satisfaction pathways linking organizational resources to well-being in remote work settings, whereas autonomy does not.