ABSTRACT
Purpose>Based on self-determination theory (SDT), the present study aims to assess the effect of managerial (manager trust and support), work (job autonomy) and individual (intrinsic motivation) characteristics on job performance of telecommuters in a pre- and post-coronavirus disease 2019 (COVID-19) outbreak period and is further studied longitudinally after six months of continued mandatory telecommuting.Design/methodology/approach>Data were collected from information technology (IT) sector employees in three phases and model fitness, reliability and validity of the data for all three phases were assessed through CFA models, while the hypotheses were tested through path analysis.Findings>Perceived manager trust and support increases job performance and the effect strengthens with an increase in telecommuting extent. Job autonomy had similar effects with the exception that employees did not enjoy autonomy when mandatory telecommuting arrangement was initially introduced. Lastly, intrinsic motivation fades away as employees continue to work permanently from their homes.Practical implications>Permanent full-time telecommuting is expected to continue for the unforeseeable future;the present study suggests that while ensuring increased trust, support and job autonomy to employees, managers must also ensure that employees do not feel professionally isolated and attempt to keep individuals intrinsically motivated.Originality/value>The authors assess the effect of managerial (manager trust and support), work (job autonomy) and individual (intrinsic motivation) characteristics on job performance under three different types of telecommuting arrangements (voluntary part-time, mandatory full-time and continued mandatory full-time) by collecting data in three different time frames from the same individuals.