We experimentally examine how workers respond to negative feedback in remote work environments, and how the salience of workers’ organizational identity affects their response. We leverage theoretical concepts from Regulatory Fit Theory and psychological distance (i.e., the extent to which one feels removed from a situation or setting). We predict and find that when remote workers have a larger psychological distance from their work, their performance decreases following negative feedback. However, decreasing workers’ psychological distance from their work, through stronger organizational identification with their employer, improves remote workers’ performance following negative feedback. Thus, a strong organizational identification compensates for the greater psychological distance that remote workers experience, maintaining a similar feedback control effectiveness to in-person workers. Our study contributes to practice by identifying a mechanism for improving managers’ delivery of negative feedback in remote work environments and to research by investigating how remote work environments change our understanding of how management controls function.