Till följd av viruset Covid-19 har många organisationer implementerat arbetsformen distansarbete, vilket kan ha en påverkan av den upplevda motivationen hos medarbetare. Studiens syfte är att analysera medarbetarnas upplevda motivation vid arbete på distans. Studien undersöker vad medarbetare upplever som god motivation vid omställningen från en fysisk arbetsplats till arbete på distans. Utifrån tidigare forskning går det att utläsa vilka faktorer som skapar motivation hos individen, detta har tagits i avseende med hjälp av aktuell forskning för att komplettera de mer traditionella teorierna kring ämnet motivation. Metoden som använts för studien grundar sig i en kvalitativ metod som utgörs av både kvalitativa intervjuer, samt en kvalitativ innehållsanalys av enkäter. Till studien har det valts att använda en fenomenologisk metodansats, detta då forskningen inte valt att utgå från en specifik teori utan det har istället valts att upprätthålla ett öppet perspektiv. Resultatet som går att utläsa ur denna studie är att den dominerande faktorn till en påverkad motivation vid distansarbete är avsaknaden av den sociala kontakten. Det går däremot inte att dra en generell slutsats om distansarbete har haft en positiv eller negativ inverkan på motivationen. Det som även framkommit i studien är att faktorerna som påverkar en individs upplevda motivation är jämlika med vad som sägs i den aktuella och tidigare forskningen. / As a result of Covid-19, many organizations have implemented the form of working remotely, which can have an impact on the perceived motivation of employees. The purpose of the study is to analyze the employees' perceived motivation when working remotely. The study examines what employees experience maintains a good motivation when switching from a physical workplace to working at a distance. Based on previous research, it is possible to learn which factors create motivation in the individual, this has been taken into account with the help of current research to supplement earlier theories. The method used for the study is based on a qualitative method that consists of both qualitative interviews and a qualitative content analysis of surveys. For the study, it has been chosen to use a phenomenological methodological approach, this as it’s not chosen to be based on a specific theory but has instead been chosen to have an open perspective. The result of this study shows that the dominant factor in an influenced motivation in working remotely is the lack of social contact. On the other hand, it is not possible to draw a general conclusion whether working remotely has had a positive or negative impact on motivation. What also emerged in the study is that the factors that affect an individual's perceived motivation are equal to what is said in the current and previous research.

Distansarbete är ett arbetssätt som har blivit ett vanligare inslag i arbetslivet för många arbetstagare. Det skapar en ny arbetsmiljö där två tidigare skilda miljöer ska samverka och interagera med varandra. Detta ställer krav på arbetstagare att de ska prestera och leverera efter arbetsgivarens mål och krav trots att arbetet utförs på distans. Coronapandemin har inneburit en annorlunda vardag för arbetstagare i både arbetslivet och privatlivet och de arbetstagare som har möjlighet ska utföra sitt arbete hemifrån. Den här studien syftar därför till att undersöka hur distansarbete upplevs påverka balansen mellan privatliv och arbetsliv samt hur det upplevs påverka gruppdynamiken i en arbetsgrupp som normalt sett arbetar i en kontorsmiljö. Genom tio kvalitativa semistrukturerade intervjuer med medarbetare som har arbetat hemifrån sedan mars 2020 har data samlats in. Resultatet visar att distansarbete som arbetssätt har många fördelar genom minskad stress i vardagen beroende på minskade transporttider och ökad flexibilitet i arbetet. Distansarbete skapar däremot utmaningar i kommunikationen med kollegor genom minskade informella och spontana samtal. Distansarbete kan därför sägas underlätta både privatlivet och arbetslivet för de arbetstagare som genom tydliga gränser och rutiner lyckas särskilja de två miljöerna och ha en god struktur i kommunikationen med sina kollegor. / Working remotely has become a more common feature in today’s work life for many employees. It creates a new work environment where employees work life interacts with daily life in a different way. Working remotely requires that employees deliver and produce at the same level as they did when they were working in an office environment. The corona pandemic has caused a different everyday life of many employees around the world. Employees who can, should work from home. This study aims to detect how working remotely is perceived to affect the work – life balance and how it is perceived to affect the group dynamics in a working group who normally is working in an office environment. Data was collected through ten qualitative semi structured interviews with employees who have been working from home since March 2020. The result shows that working remotely causes less perceived stress in both work life and private life compared to working in an office environment. It demands, however, that the employees have a structured way of working and the communication with colleagues will suffer from the missing spontaneous and informal conversations. However, working remotely can simplify work and private life for employees who can successfully separate between the two environments by having good structure and seamless communication with their colleagues.

When an employee joins new workplaces, an introduction is made to get to know the new organization. In 2020, the pandemic affected this introduction for new employees, and it was moved from the workplace to the home. This study aims to investigate how organizational socialization strategies in the manufacturing industry have affected new employees' expectations of social and cultural reality when boarding takes place online. The study concerns research in organizational culture and knowledge dimensions and socialization strategies, which helps new employees understand organizational socialization to respond to the study's identified problem area. The research uses primary and secondary data, which is largely obtained through semi-structured interviews with two HR employees, two managers and two new employees from two multinational companies, Hilti (Company A) and Johnson & Johnson (Company B) and secondary data obtained from the chosen theory and selected using non-probability assessment The empirical results presented responses to the organization culture of business organizations , integration process, socialization activities, challenges in recruiting new members and the potential to employees remotely. The analysis of empirical results is divided into three sections, respondents' perceptions of the company's social and cultural reality, organizational socialization strategies and organizations for community organizations. The results show that online on-boarding of new employees is affected by the distance between the business and the new employee. The study shows that integrating new employees via online on-boarding has a negative impact if they are carried out through a social process as the study shows that shortcomings in the ability of new employees to embrace organizational culture, men who it is difficult to be with the organization as a new employee when online on-boarding takes place.

Den växande digitaliseringen har resulterat i att distansarbete har blivit en allt vanligare arbetsform. I samband med den globala pandemi som drabbade världen 2019 ökade distansarbete allt mer. I takt med detta har även e-ledarskap blivit vanligare. Allt flera organisationer rör sig också mot en mer flexibel organisationsstruktur och olika former av delat ledarskap, såsom självledarskap, blir således allt mer betydelsefullt. Denna uppsats undersöker om och hur medarbetares självledarskap påverkas av distansarbete. Utöver detta undersöks vad de behöver av sin ledare för att utöva samt utveckla sitt eget självledarskap. Syftet med uppsatsen är att från medarbetares perspektiv undersöka om och hur självledarskap påverkas av distansarbete och vad de behöver av sin ledare för att lyckas med samt utveckla sitt självledarskap. Studien är kvalitativ och baseras på tidigare forskning samt sex semistrukturerade intervjuer med medarbetare som arbetat på distans under pandemin. Studiens resultat visar att medarbetarnas självledarskap påverkas positivt av distansarbete och att detta beror på en ökad ansvarskänsla. Vidare visar studien att ledare kan skapa förutsättningar för ökat självledarskap hos medarbetare i form av ökad kommunikation och feedback. Studien indikerar även på en dissonans mellan det teoretiska ramverket och studiens empiri gällande ledarens roll för medarbetares självledarskap i och med att externt ledarskap inte visade sig vara en nödvändighet för medarbetarens självledarskap. / As a result of the increasing digitalization, organizational structures have changed and working remotely has become an increasingly common form of work. In the context of the global pandemic that appeared in 2019, teleworking received an even larger increase. In line with this, the e-leadership also increases. More and more organizations are also moving towards a more flexible organizational structure and various forms of shared leadership, such as self-leadership is becoming more important. This study examines if and how the self-leadership of employees is affected by working remotely and also what they need from their leaders to succeed and develop their own self-leadership. The purpose of the study is to, from the employee point of view, examine if and how self-leadership is affected by remote work and what the employee needs from their leader to succeed and develop their self-leadership. The study has a qualitative approach and is based on previous research along with six semi-structured interviews with employees that have been working remotely during the pandemic. The results of the study suggest that the employees’ self-leadership is positively affected by teleworking, as a result of increased responsibility. Furthermore, the study suggests that leaders can create conditions for increased selfleadership in employees, in the form of increased communication and feedback. However, the study indicates a certain dissonance between the theoretical framework and the empirical studies regarding the role of the leader when it comes to the employee’s self-leadership, since it turned out that external leadership showed to not be a vital component.

The purpose of the study was to investigate the conditions of new employees during a digital onboarding process and the effects the digital format have on the results of the onboarding process. We performed a qualitative case study with semi-structured interviews. The study was conducted in an IT department in the public sector that worked consciously with a formal onboarding structure and whose work was mainly carried out remotely during COVID-19. We found that the organization succeeds well in communicating resources and information about the organization digitally and that the biggest challenges lay in communicating organizational culture, social connections and informal knowledge in distributed work. When new employees find it difficult to create interpersonal connectivity, they lose informal knowledge and social support that had been available for on-site work, which also leads to difficulties in understanding the organizational culture. Based on our results, we recommend increased work with social meeting points to enable interpersonal connectivity and informal information exchange, compilation of common systems, programs and abbreviations for new employees to more quickly understand the organization's language, increased work with pre-onboarding to use the important first time to strengthen employee experience and more opportunities for concrete practice together with, for example, a mentor or colleagues to more quickly acquire knowledge and get a clearer picture of what is expected in the new work role and informal knowledge in distributed work.