Working Remotely: Organizational Practices and Human Experiences in Remote Work Settings

This thesis explores the phenomenon of fully remote work through a multi-level lens, focusing on both organizational practices and individual experiences. As remote work continues to expand globally, particularly in the post-pandemic context, understanding how organizations adapt their structures and human resource management (HRM) systems has become increasingly important. The first part of the thesis investigates how virtual and distributed organizations manage key HR functions such as recruitment, onboarding, performance management, and employee engagement without physical offices. The second part examines how remote jobs are designed, emphasizing autonomy, flexibility, smart working principles, and the dynamics of virtual teams. At the individual level, the thesis explores the lived experiences of fully remote employees, analyzing the perceived benefits (e.g., flexibility, work–life balance) and challenges (e.g., isolation, blurred boundaries, reduced visibility) associated with remote work. The final chapter presents qualitative insights from interviews conducted with remote employees and HR professionals, shedding light on how organizations implement remote HR practices and how employees adapt, cope, and thrive in virtual environments. Findings contribute to the understanding of remote work by identifying patterns at the organizational, job, and individual levels, and offering practical recommendations for HR managers and organizations operating in remote or hybrid contexts.