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This article investigates the relationships between human resource management practices associated with New Ways to Work (employee empowerment, home-based teleworking, and creating trust relationships) and work-related flow as experienced by employees (absorption, work enjoyment, and intrinsic work motivation). Hypotheses, based on a combined perspective integrating insights from the HRM-process model and the job demands-resources model, are tested using multiactor multilevel data comprising employees (N = 1,017) and their line managers (N = 89), across 89 job categories in 30 organizations. Although organizations may implement management practices aimed at empowering employees in particular job categories, this study showed that anticipated effects on work-related flow (particularly work enjoyment) are not achieved when employees themselves do not experience being empowered, and when they do not use and experience their working conditions as job resources (home-based teleworking and trust relationships characterized by supporting leadership, collegial support, and collegial commitment). The article concludes with recommendations regarding organizational change aimed at implementing New Ways to Work and suggestions for future research
