Motivation when working remotely : A qualitative study on how digital surveillance affects motivation in remote work

The purpose of this study is to examine how digital surveillance in remote work affects employee motivation, and how remote work reshapes power relations between managers and employees, aiming from a sociological perspective to deepen the understanding of how digital control influences workplace dynamics. This qualitative study is based on semi-structured interviews with six workers, of which three were subordinates and three managers across three private sector industries, information technology, medical equipment, and retail in three three European countries: United Kingdom, Spain and Sweden. The theoretical framework combines Foucault's theory of power with Herzberg's two-factor theory to explore how digital surveillance affects control and motivation in a remote working scenario. The study shows that digital surveillance in remote work takes on various forms: hidden, open and context-dependent. The type of surveillance influences motivation differently; open forms can appear supportive, while hidden ones reduce trust and recognition, negatively impacting key motivators like autonomy and acknowledgment. Hidden surveillance, in particular, is perceived as invasive and fosters self-discipline even when its presence is only suspected. Remote work shifts power dynamics, managers lose some direct control and rely more on trust while digital tools increase surveillance which create a paradox between freedom and control. Remote work represents more than a technical or organizational shift, it signifies a deeper transformation in how motivation, control and power are exercised and experienced in the workplace. This study offers a sociological contribution by linking digital surveillance in remote work to broader questions of power and control. Through the integration of Herzberg’s and Foucault’s theories, it highlights how surveillance shapes not only motivation but also the social relations and normative structures of remote work.