Keywords:
hybrid workplace
employee performance
work engagement
job happiness
jd-r theory

  • Abstract

    The workplace environment experienced tremendous transformation after the worldwide pandemic, with the hybrid model emerging as the most significant paradigm. For a considerable duration, organizations have faced challenges in creating an optimal work environment that fosters heightened productivity, well-being, employee performance, and overall job satisfaction. The present study aims to explore the transformation journey from crisis-induced hybrid work to the construction of a sustainable post-pandemic work environment, as well as the significant impact of the hybrid workplace on employee performance and job happiness. The researchers employed a quantitative method to collect data from 260 employees working in a hybrid work setting. Partial least squares structural equation modeling was applied to assess the data and examine the hypotheses. The findings indicate that hybrid work has a significant and positive effect on employee performance and job happiness. It also appears that hybrid work has a positive effect on work engagement and that work engagement considerably mediates the relationship between hybrid work and employee performance. However, the findings do not support the direct effect of hybrid work on job happiness, but rather the mediating role of work engagement in the proposed relationship between hybrid work and job happiness. The research introduces fresh insights by linking the hybrid workplace model to employee performance, job satisfaction and work engagement. Additionally, it extends the JD-R model into the hybrid workplace context. The practical implications of this study suggest that practitioners can leverage these findings to inform the development of policies and procedures aimed at enhancing employee performance and job satisfaction, particularly within the framework of the hybrid workplace model.

  • References

    1. Anis Suraya Mohd Ayub Khan, A. M. (2023). Job Performance: Modelling Human Resource Practices to Enhance Performance During Postpandemic Covid-19.
    2. Aziz-Ur-Rehman, M., & Siddiqui, D. A. (2019). Relationship Between Flexible Working Arrangements and Job Satisfaction Mediated by Work-Life Balance: Evidence From Public Sector Universities’ Employees of Pakistan. International Journal of Human Resource Studies, 10(1), 104. https://doi.org/10.5296/ijhrs.v10i1.15875
    3. Bakker, A. B. (2009). Building Engagement 1 Running Head: Building engagement building engagement in the workplace.
    4. Bakker, A. B., & Demerouti, E. (2007). The Job Demands‐Resources model: state of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115
    5. Bakker, A. B., Albrecht, S. L., & Leiter, M. P. (2011). Key questions regarding work engagement. European Journal of Work and Organizational Psychology, 20(1), 4–28. https://doi.org/10.1080/1359432X.2010.485352
    6. Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014a). Burnout and Work Engagement: The JD–R Approach. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 389–411. https://doi.org/10.1146/annurev-orgpsych-031413-091235
    7. Cesário, F., & Chambel, M. J. (2017). Linking Organizational Commitment and Work Engagement to Employee Performance. Knowledge and Process Management, 24(2), 152–158. https://doi.org/10.1002/kpm.1542
    8. Chen, B., Ren, G., & Liu, Y. (2022). Assessing the determinants of teachers’ job happiness in the private universities. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.1018517
    9. Colbert, A., Yee, N., & George, G. (2016). The Digital Workforce and the Workplace of the Future. Academy of Management Journal, 59(3), 731–739. https://doi.org/10.5465/amj.2016.4003
    10. Cook, J., Mor, Y., & Santos, P. (2020). Three cases of hybridity in learning spaces: Towards a design for a Zone of Possibility. British Journal of Educational Technology, 51(4), 1155–1167. https://doi.org/10.1111/bjet.12945
    11. Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16(3), 297–334. https://doi.org/10.1007/BF02310555
    12. Curtain, R. (1998). The Workplace of the Future: Insights from Futures Scenarios and Today’s High Performance Workplaces Seasonal worker programme View project Retrenchment View project The Workplace of the Future: Insights from Futures Scenarios and Today’s High Performance Workplaces. In Australian Bulletin Of Labour (Vol. 24, Issue 4). https://www.researchgate.net/publication/249767814
    13. DeSanctis, G. (1984). Attitudes toward telecommuting: Implications for work-at-home programs. Information & Management, 7(3), 133–139. https://doi.org/10.1016/0378-7206(84)90041-7
    14. Diamantopoulos, A., Sarstedt, M., Fuchs, C., Wilczynski, P., & Kaiser, S. (2012). Guidelines for choosing between multi-item and single-item scales for construct measurement: A predictive validity perspective. Journal of the Academy of Marketing Science, 40(3), 434–449. https://doi.org/10.1007/s11747-011-0300-3
    15. F. Hair Jr, J., Sarstedt, M., Hopkins, L., & G. Kuppelwieser, V. (2014). Partial least squares structural equation modeling (PLS-SEM). European Business Review, 26(2), 106–121. https://doi.org/10.1108/EBR-10-2013-0128
    16. Falk, R. F. (1992). A Primer for Soft Modeling. https://www.researchgate.net/publication/232590534
    17. Gerards, R., de Grip, A., & Baudewijns, C. (2018). Do new ways of working increase work engagement? Personnel Review, 47(2), 517–534. https://doi.org/10.1108/PR-02-2017-0050
    18. Gupta, M. V., & Kumar, C. (2023). A Study on "Hybrid Working Mode-The future trend. International Journal of Advances in Engineering and Management (IJAEM), 5, 2395–5252. https://doi.org/10.35629/5252-050512781283
    19. Gupta, M., Acharya, A., & Gupta, R. (2015). Impact of Work Engagement on Performance in Indian Higher Education System. Review of European Studies, 7(3). https://doi.org/10.5539/res.v7n3p192
    20. Haas, T., & Ferreira Major, E. F. (2022). flace-enabling the future of work Analyzing the process of achieving product-market fit with a digital solution addressing hybrid work challenges Work project carried out under the supervision of.
    21. Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203
    22. Hameduddin, T. (2021). Employee Engagement Among Public Employees: Exploring the Role of the (Perceived) External Environment. The American Review of Public Administration, 51(7), 526–541. https://doi.org/10.1177/02750740211010346
    23. Harris, R. (2015). The changing nature of the workplace and the future of office space. Journal of Property Investment and Finance, 33(5), 424–435. https://doi.org/10.1108/JPIF-05-2015-0029
    24. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279. https://doi.org/10.1037/0021-9010.87.2.268
    25. Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115–135. https://doi.org/10.1007/s11747-014-0403-8
    26. Iqbal, K. M. J., Khalid, F., & Barykin, S. Y. (2021a). Hybrid Workplace (pp. 28–48). https://doi.org/10.4018/978-1-7998-8327-2.ch003
    27. Iqbal, K. M. J., Khalid, F., & Barykin, S. Y. (2021b). Hybrid workplace: The future of work. In Handbook of Research on Future Opportunities for Technology Management Education (pp. 28–48). IGI Global. https://doi.org/10.4018/978-1-7998-8327-2.ch003
    28. Johannessen, J.-A. (2018). The Workplace of the Future. Routledge. https://doi.org/10.4324/9780429441219
    29. Kabir, I., Gunu, U., & Gwadabe, Z. L. (2023). Decent Work Environment and Work-Life Balance: Empirical Analysis of Banking Sector of Hostile Environments. Journal of Family and Economic Issues, 44(2), 297–312. https://doi.org/10.1007/s10834-022-09843-2
    30. Khatimah, H., Mardiana, R., & Reni, A. (2022a). THE SCIENTIA JOURNAL OF ECONOMICS ISSUES ANALYSIS OF REMOTE WORKING AND HYBRID WORKING MODELS ON EMPLOYEE PERFORMANCE THROUGH WORK LIFE BALANCE (WLB) AT BKAD BARRU DISTRICT. The Scientia Journal of Economics Issues, 1(2), 55.
    31. Khatimah, H., Mardiana, R., & Reni, A. (2022b). THE SCIENTIA JOURNAL OF ECONOMICS ISSUES ANALYSIS OF REMOTE WORKING AND HYBRID WORKING MODELS ON EMPLOYEE PERFORMANCE THROUGH WORK LIFE BALANCE (WLB) AT BKAD BARRU DISTRICT. The Scientia Journal of Economics Issues, 1(2), 55.
    32. Kumar, A. S., Jayanti, &, & Das, B. (2022). THE IMPACT OF “HYBRID-WORK-MODEL” ON JOB SATISFACTION. www.tjprc.org
    33. Kustiawan, U., Marpaung, P., Lestari, U. D., & Andiyana, E. (2022). The Effect of Affective Organizational Commitment, Job Satisfaction, and Employee Engagement on Job Happiness and Job Performance on Manufacturing Company in Indonesia. WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS, 19, 573–591. https://doi.org/10.37394/23207.2022.19.52
    34. Lippens, L., Moens, E., & Sterkens, P. (2020). The COVID-19 Crisis and Telework: A Research Survey on Experiences, Expectations and Hopes. www.iza.org
    35. Mäkikangas, A., Juutinen, S., Mäkiniemi, J.-P., Sjöblom, K., & Oksanen, A. (2022). Work engagement and its antecedents in remote work: A person-centered view. Work & Stress, 36(4), 392–416. https://doi.org/10.1080/02678373.2022.2080777
    36. Mckinsey. (2021). what-employees-are-saying-about-the-future-of-remote-work_vf.
    37. Mishra, P., Shukla, B., & Sujatha, R. (2019). Vision actualisation and spirituality: A theoretical model. Purushartha - A Journal of Management , Ethics and Spirituality, 11(2). https://doi.org/10.21844/pajmes.v11i2.14625
    38. Nagvanshi, S., & Popli, S. (2023). SOCIAL MEDIA INFLUENCER MARKETING TOWARD CUSTOMERS’ PURCHASE INTENTION: A CASE OF SUSTAINABLE COSMETIC BRANDS. Dynamic Relationships Management Journal, 12(2). https://doi.org/10.17708/DRMJ.2023.v12n02a06
    39. Naqshbandi, M. M., Kabir, I., Ishak, N. A., & Islam, Md. Z. (2023). The future of work: work engagement and job performance in the hybrid workplace. The Learning Organization. https://doi.org/10.1108/TLO-08-2022-0097
    40. Olson, M. H. (1983). Remote office work. Communications of the ACM, 26(3), 182–187. https://doi.org/10.1145/358061.358068
    41. Onyeukwu, P. E., Adeniyi, A., & Amin, H. J. (2020). Telecommuting: A Panacea to COVID-19 Spread in Nigerian Universities. International Journal of Innovation and Economic Development, 6(1), 47–60. https://doi.org/10.18775/ijied.1849-7551-7020.2015.61.2004
    42. Pierce, J. L., Gardner, D. G., Cummings, L. L., & Dunham, R. B. (1989). Organization-Based Self-Esteem: Construct Definition, Measurement, And Validation. Academy of Management Journal, 32(3), 622–648. https://doi.org/10.5465/256437
    43. Radonić, M., Vukmirović, V., & Milosavljević, M. (2021). The Impact Of Hybrid Workplace Models On Intangible Assets: The Case Of An Emerging Country. Amfiteatru Economic, 23(58), 770–786. https://doi.org/10.24818/EA/2021/58/770
    44. Saks, A. M. (2019a). Antecedents and consequences of employee engagement revisited. Journal of Organizational Effectiveness: People and Performance, 6(1), 19–38. https://doi.org/10.1108/JOEPP-06-2018-0034
    45. Saks, A. M. (2019b). Antecedents and consequences of employee engagement revisited. Journal of Organizational Effectiveness: People and Performance, 6(1), 19–38. https://doi.org/10.1108/JOEPP-06-2018-0034
    46. Salanova, M., & Schaufeli, W. B. (2008). Job resources, engagement and proactive behaviour: a cross-national study.
    47. Santhanam, N., & Srinivas, S. (2020). Modeling the impact of employee engagement and happiness on burnout and turnover intention among blue-collar workers at a manufacturing company. Benchmarking: An International Journal, 27(2), 499–516. https://doi.org/10.1108/BIJ-01-2019-0007
    48. Sarr, F., & Ba, M. (2017). The Capability Approach and Evaluation of the Well-Being in Senegal: An Operationalization with the Structural Equations Models. Modern Economy, 08(01), 90–110. https://doi.org/10.4236/me.2017.81007
    49. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study. Journal of Organizational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248
    50. Schaufeli, W. B., & Bakker, A. B. (n.d.). Defining and measuring work engagement: Bringing clarity to the concept. www.mercerHR.com
    51. Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 66(4), 701–716. https://doi.org/10.1177/0013164405282471
    52. Sekhar, C., & Patwardhan, M. (2023). Flexible working arrangement and job performance: the mediating role of supervisor support. International Journal of Productivity and Performance Management, 72(5), 1221–1238. https://doi.org/10.1108/IJPPM-07-2020-0396
    53. Shmueli, G., Ray, S., Velasquez Estrada, J. M., & Chatla, S. B. (2016). The elephant in the room: Predictive performance of PLS models. Journal of Business Research, 69(10), 4552–4564. https://doi.org/10.1016/j.jbusres.2016.03.049
    54. Ugwu, F. O., Enwereuzor, I. K., & Mazei, J. (2023). Is Working from Home a Blessing or a Burden? Home Demands as a Mediator of the Relationship Between Work Engagement and Work-Life Balance. Applied Research in Quality of Life, 18(1), 341–364. https://doi.org/10.1007/s11482-022-10084-6
    55. Vakola, M., Petrou, P., & Katsaros, K. (2021). Work Engagement and Job Crafting as Conditions of Ambivalent Employees’ Adaptation to Organizational Change. The Journal of Applied Behavioral Science, 57(1), 57–79. https://doi.org/10.1177/0021886320967173
    56. Vidhyaa, B., & Ravichandran, M. (2022). A LITERATURE REVIEW ON HYBRID WORK MODEL. In International Journal of Research Publication and Reviews Journal homepage: www.ijrpr.com (Vol. 3). www.ijrpr.com
    57. Weritz, P., & Braojos, J. (2022). How Much Digital is Too Much? A Study on Employees’ Hybrid Workplace Preferences. https://aisel.aisnet.org/icis2022
    58. Wesarat, P. on, Yazam Sharif, M., & Halim Abdul Majid, A. (2014). A Conceptual Framework of Happiness at the Workplace. Asian Social Science, 11(2). https://doi.org/10.5539/ass.v11n2p78
    59. Wilks, L., & Billsberry, J. (2007). Should we do away with teleworking? An examination of whether teleworking can be defined in the new world of work. New Technology, Work and Employment, 22(2), 168–177. https://doi.org/10.1111/j.1468-005X.2007.00191.x
    60. Youssef, C. M., & Luthans, F. (2007). Positive Organizational Behavior in the Workplace. Journal of Management, 33(5), 774–800. https://doi.org/10.1177/0149206307305562
    61. Zeglat, D., & Janbeik, S. (2019). Meaningful work and organizational outcomes. Management Research Review, 42(7), 859–878. https://doi.org/10.1108/MRR-05-2018-0206
Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Copyright (c) 2025 The Authors

How to cite

Kumari, S., Shukla, B., & Mishra, P. (2024). Hybrid workplace, work engagement, performance and happiness: A model for optimizing productivity. Multidisciplinary Reviews, 8(1), 2025012. https://doi.org/10.31893/multirev.2025012
Crossref
Scopus
Google Scholar
Europe PMC
  • Article viewed - 1915
  • PDF downloaded - 1348