The Role of Personal and Organisational Resources to Improve Remote Work Performance: Perspective of Job Demand- Resource Model

Abstract

Manuscript type: Research paper
Research aims: This study examines how personal and organisational
resources improve remote work performance via the Job Demand-
Resource model, with digital capability as a moderator.
Design/Methodology/Approach: This study surveyed 269 employees at
a laptop manufacturing company in Indonesia, analysed using PLS-SEM.
Research findings: Remote knowledge and training, and modelling
leadership, positively influence remote work efficacy, while physical
condition does not. Digital capability significantly but negatively
moderates the efficacy–performance relationship.
Theoretical contribution/Originality: This study extends the JD-R model
by showing a job resource can weaken rather than strengthen the efficacy–
performance relationship, offering new insight into digital capability as
a double-edged resource.
Practitioner/Policy implications: Organisations should calibrate digital
capability investment to employees’ existing skill levels rather than apply
uniform digital upskilling.
Research limitation: This study is limited by its cross-sectional design
and single-industry sample, warranting longitudinal and cross-sector
replication.