Blended Working: For Whom It May (Not) Work

Similarly to related developments such as blended learning and blended care, blended working is a pervasive and booming trend in modern societies. Blended working combines on-site and off-site working in an optimal way to improve workers’ and organizations’ outcomes. In this paper, we examine the degree to which workers feel that the two defining features of blended working (i.e., time-independent working and location-independent working) enhance their own functioning in their jobs. Blended working, enabled through the continuing advance and improvement of high-tech ICT software, devices, and infrastructure, may be considered beneficial for workers’ perceived effectiveness because it increases their job autonomy. However, because blended working may have downsides as well, it is important to know for whom blended working may (not) work. As hypothesized, in a sample of 348 workers (51.7% women), representing a wide range of occupations and organizations, we found that the perceived personal effectiveness of blended working was contingent upon workers’ psychological need strength. Specifically, the perceived effectiveness of both time-independent working and location-independent working was positively related to individuals’ need for autonomy at work, and negatively related to their need for relatedness and need for structure at work.