While remote work offers flexibility, it fundamentally disrupts traditional accountability mechanisms, posing challenges for managers in maintaining oversight, team cohesion, and operational efficiency. Despite its growing prevalence, accountability in remote work remains underexplored, particularly in the context of how employees experience and manage accountability among the widespread of the extent of telecommuting. Addressing this gap, I build on accountability research by examining the mediating roles of Felt Accountability (FA) and Accountability for Others (AFO) in the relationship between remote work, job satisfaction, and job tension. Using work design theory as a guiding framework, I propose that the extent of telecommuting, moderated by autonomy and interdependence influences job satisfaction and tension through its impact on FA and AFO. I argue that moderate levels of FA and AFO foster a sense of purpose and enhance satisfaction, while extreme levels exacerbate tension and undermine well-being. This paper provides a theoretical model that integrates accountability dynamics with the unique demands of remote work, offering novel insights for both researchers and practitioners navigating the evolving workplace paradigm. My theoretical propositions contribute to accountability literature and inform managerial practices aimed at sustaining satisfaction and employee well-being in telecommuting environments. Keywords: Telecommuting, Felt Accountability (FA), Accountability for Others (AFO), Job Satisfaction, Job Tension.
