Vpliv dela na daljavo na zadovoljstvo zaposlenih

Tacer, Mitja

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Title:	Vpliv dela na daljavo na zadovoljstvo zaposlenih
Authors:	ID Tacer, Mitja (Author) ID Potočan, Vojko (Mentor) More about this mentor...
Files:	MAG_Tacer_Mitja_2026.pdf (2,78 MB) MD5: 905F790F196F68A6E18407664E6D7F82
Language:	Slovenian
Work type:	Master's thesis/paper
Typology:	2.09 - Master's Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	Delo na daljavo je v zadnjih letih postalo pomembna oblika organizacije dela, predvsem zaradi razvoja informacijsko-komunikacijske tehnologije, digitalizacije poslovnih procesov in sprememb, ki jih je pospešila pandemija COVID-19. Čeprav je bilo v preteklosti pogosto razumljeno kot posebna ali občasna oblika dela, se danes v številnih organizacijah uveljavlja kot trajnejši del sodobnih delovnih praks. Najpogosteje se pojavlja v obliki dela od doma ali hibridnega dela, pri čemer zaposlenim omogoča večjo prostorsko in časovno fleksibilnost, hkrati pa odpira vprašanja glede organizacije dela, komunikacije, pripadnosti organizaciji in usklajevanja poklicnega ter zasebnega življenja. Magistrska naloga obravnava vpliv dela na daljavo na zadovoljstvo zaposlenih. Osrednji problem izhaja iz dejstva, da učinki dela na daljavo niso enoznačni. Za nekatere zaposlene pomeni pomembno prednost, saj jim omogoča več avtonomije, manj izgubljenega časa zaradi vožnje na delo, lažje usklajevanje obveznosti in večji nadzor nad delovnim okoljem. Za druge pa lahko predstavlja izziv, povezan s socialno izolacijo, slabšo povezanostjo s sodelavci, občutkom stalne dosegljivosti, težjim ločevanjem dela od prostega časa ter različnimi pogoji v domačem okolju. Zato zadovoljstvo zaposlenih ni odvisno le od možnosti dela izven prostorov delodajalca, temveč predvsem od dejavnikov, ki spremljajo takšno obliko dela. Rezultati empirične raziskave kažejo, da je avtonomija pri delu na daljavo pozitivno povezana z zadovoljstvom zaposlenih. Zaposleni, ki imajo več svobode pri organizaciji dela, praviloma poročajo o višji stopnji zadovoljstva. Nasprotno pa se je socialna izolacija pokazala kot pomemben negativen dejavnik, saj je višja zaznana izolacija povezana z nižjim zadovoljstvom. Podobno velja za občutek stalne dosegljivosti, ki prav tako negativno vpliva na zadovoljstvo, čeprav je ta povezava šibkejša. Pomembna ugotovitev je tudi, da zaposleni z ločenim delovnim prostorom doma poročajo o višjem zadovoljstvu kot tisti, ki takšnega prostora nimajo. Ugotovitve kažejo, da delo na daljavo samo po sebi ne zagotavlja večjega zadovoljstva zaposlenih, temveč lahko deluje kot prednost ali kot izziv, odvisno od konkretnih okoliščin. Najbolj pozitivne učinke ima takrat, ko zaposlenim omogoča avtonomijo, jasne meje med delom in zasebnim življenjem, ustrezno tehnološko podporo, primeren delovni prostor ter dovolj kakovostnega socialnega stika. Za organizacije to pomeni, da uspešno izvajanje dela na daljavo zahteva premišljeno ureditev delovnih procesov, jasna pričakovanja glede dosegljivosti, zaupanje v zaposlene in aktivno skrb za njihovo povezanost. Tako lahko delo na daljavo prispeva k večjemu zadovoljstvu zaposlenih in ostane dolgoročno učinkovita oblika organizacije dela.
Keywords:	Delo na daljavo, zadovoljstvo zaposlenih, hibridno delo
Place of publishing:	Maribor
Publisher:	M. Tacer]
Year of publishing:	2026
PID:	20.500.12556/DKUM-98450
UDC:	331.103
COBISS.SI-ID:	290597379
Publication date in DKUM:	10.09.2026
Views:	97
Downloads:	6
Metadata:
Categories:	EPF
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Licences

License:	CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International

Link:	http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:	The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:	13.06.2026

Secondary language

Language:	English
Title:	The impact of remote work on employee satisfaction
Abstract:	Remote work has become an important form of work organization in recent years, mainly due to the development of information and communication technology, digitalization of business processes, and changes accelerated by the COVID-19 pandemic. Although it was previously often understood as a special or occasional form of work, it is now becoming a more permanent part of modern work practices in many organizations. It most commonly appears as working from home or hybrid work, giving employees greater spatial and time flexibility, while also raising questions related to work organization, communication, organizational belonging, and work-life balance. The master’s thesis examines the impact of remote work on employee satisfaction. The central issue arises from the fact that its effects are not uniform. For some employees, remote work represents an important advantage, as it provides greater autonomy, less time lost commuting, easier coordination of responsibilities, and more control over the work environment. For others, it can represent a challenge connected with social isolation, weaker connection with colleagues, constant availability, greater difficulty separating work from free time, and different home working conditions. Therefore, employee satisfaction does not depend only on the possibility of working outside the employer’s premises, but mainly on the factors that accompany this form of work. The empirical research shows that autonomy in remote work is positively related to employee satisfaction. Employees who have more freedom in organizing their work generally report higher satisfaction. In contrast, social isolation proved to be an important negative factor, as higher perceived isolation is associated with lower satisfaction. A similar finding applies to constant availability, which also negatively affects satisfaction, although this relationship is weaker. Another important finding is that employees with a separate home workspace report higher satisfaction than those without such a space. The findings show that remote work does not automatically ensure higher employee satisfaction, but can function either as an advantage or as a challenge, depending on specific circumstances. Its most positive effects appear when it provides autonomy, clear boundaries between work and private life, appropriate technological support, a suitable workspace, and quality social contact. For organizations, successful implementation requires thoughtful organization of work processes, clear expectations regarding availability, trust in employees, and active care for their connectedness. In this way, remote work can contribute to higher employee satisfaction and remain an effective long-term form of work organization.
Keywords:	remote work, employee satisfaction, hybrid work

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