HR's role in managing remote work demands and resources: implications for employee engagement and job satisfaction

Purpose This study examines how human resource management (HRM)-shaped job demands and job resources are associated with work engagement and job satisfaction in remote work arrangements. Drawing on the Job Demands–Resources (JD-R) framework, boundary theory and social exchange theory, it positions HRM as a strategic actor in designing digitally enabled work conditions. Design/methodology/approach Survey data were collected from 301 professionals working in digitally intensive, information technology (IT)-related roles in Saudi Arabia. The proposed relationships among work–life boundary blurring, social isolation, remote work flexibility, remote social support, work engagement and job satisfaction were tested using structural equation modelling, supplemented by hierarchical regression analyses controlling for gender, age, education level and professional experience. Findings Work–life boundary blurring was negatively associated with work engagement, whereas social isolation did not show a significant direct relationship with engagement. Remote work flexibility and remote social support were positively associated with work engagement, which was strongly related to job satisfaction. The findings suggest that boundary-related demands may be more influential for engagement than social isolation in digitally intensive remote work settings. The substantive relationships remained unchanged after accounting for demographic controls. Practical implications The findings suggest that HR leaders should design remote work policies that protect work–life boundaries, maintain flexibility, and provide structured social support to sustain employee engagement and job satisfaction in remote work settings. Social implications Protecting work–life boundaries while promoting flexibility and social connection can support more balanced and sustainable remote working lives. Originality/value The study contributes by reframing remote work conditions as HRM design choices rather than neutral work arrangements. It extends the JD-R framework by showing how specific HRM-shaped demands and resources influence engagement and job satisfaction in Saudi Arabia's digitally transforming work context.