Remote Work Culture and Employee Engagement in Small and Medium-sized Enterprises: Evidence from Delta State, Nigeria

Abstract

Following digital transformation and the post-COVID-19 transition to flexible work arrangements, remote work culture has emerged as a defining characteristic of contemporary organisations. Drawing on Social Exchange Theory, this study explored the impact of remote work culture on employee engagement in developing economies, using SMEs in Delta State, Nigeria, as empirical evidence.Specifically, the study investigated how communication and collaboration, autonomy and trust, and technological support and digital inclusion influence employee engagement. A descriptive survey design was adopted, and data were collected through structured questionnaires administered to 398 SME employees, of which 342 valid responses were analysed using SPSS version 26. Descriptive and inferential statistics, including Pearson Product Moment Correlation and Multiple Regression Analysis, were employed. The findings revealed that communication and collaboration culture (r = 0.731, p < 0.05), autonomy and trust culture (r = 0.692, p < 0.05), and technological support and digital inclusion culture (r = 0.668, p < 0.05) all exerted significant positive effects on employee engagement. The study concluded that remote work culture, when supported by effective communication, trust-based autonomy, and adequate digital resources, enhances employee engagement in SMEs. The study contributes to the growing body of knowledge on remote work by providing context-specific evidence from a developing economy and offers practical insights for SME managers and policymakers on leveraging remote work culture to strengthen employee engagement and organisational performance.