Balancing acts: Work–family conflict and polychronicity preferences when working from home during a crisis

Modern work environments demand high degrees of multitasking, which can significantly impact employees’ psychosocial safety. This was particularly true for remote and hybrid work settings during the COVID-19 pandemic. This study examines whether remote workers can leverage their time management orientation — specifically polychronicity (preference for multitasking) — to reduce work–family conflict. Drawing on boundary theory and conservation of resources theory, structural equation modelling was used to analyse data from 2428 experienced and inexperienced remote workers, collected in two waves during two consecutive lockdowns. Findings reveal that polychronicity is not inherently beneficial, and in a scenario of intense forced remote work with numerous interruptions, it adopts a dual character. Multitasking preference is associated with increased role conflict (total effect of approximately 0.26, p < 0 . 001 ), and it seems to be fostered by hybrid work arrangements. In contrast, a flexible approach to interruptions emerges as a protective factor (total effect -0.10, p < 0 . 001 ), and increases with experience and prolonged exposure to remote work, which suggests it can be learnt. Gender had no significant effect, but employees with young children reported increased role conflicts, further compromising their psychosocial safety. The primary implication is that neither strict monochronicity nor unrestricted multitasking protects psychosocial wellbeing. The fostering of flexible strategies for managing interruptions and enhancing autonomy is crucial for improving psychosocial safety in remote work environments. This study advocates for a redefinition of multitasking — focused on flexibility and self-awareness — as a central element of safe work practices in the post-pandemic era. • During a crisis, polychronicity can be a bidimensional preference for remote workers. • Preference for multitasking makes prioritising difficult and exacerbates conflicts. • A flexible approach to interruptions lowers the degree of conflict experienced. • Adapting to remote working is more challenging in a hybrid than in a fully remote mode. • Flexible approaches to interruptions are more likely among more experienced remote workers.