Since the outbreak of the covid-19 virus the world has been forced to find new ways of designing how and where we work. A majority of the white-collar workers of the world have found themselves working from home part time or full time for a longer period. With a rapid change without time to adjust or make proper arrangements for sustainable remote work, many people find themselves working from the living room or their kitchen without a border between work and home. Remote work changes the demands of the individual who now have to deliver the same results but without the daily physical interaction with co-workers and management. This puts a lot of responsibility on both workers and managers, the individual needs to be as efficient in his or her remote work as they are in the office, and management needs to provide the tools and support for this to be a realistic possibility. This study aims to study how remote work affects work-life balance, how the individual is being controlled both by themselves and by co-workers as well as management in their remote work. Moreover the study examines how support from the management directly affects the experience of remote work.

The theoretical foundation used for the study are a number of articles treating the subject of work-life balance, Foucauls theories regarding power and panopticon and Karaseks demand- control-support model. Semi-structured interviews were conducted with eight individuals between the ages of 27-60 who all had been working from home for at least six months when the study commenced. The results show that a majority strongly believes that remote work interferes with their personal life, that the individuals with the most control of their daily work appreciates remote work the most and that the support from the management and co-workers is the most important thing for a successful experience with remote work.