In e na ional Jou nal o Resea ch in Managemen Fields ISSN (P) 2577-1876 (O) 2577-4274
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DOI: 10.5281/zenodo.17307194
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A STUDY ON STRATEGIES OF IMPROVING EMPLOYEE ENGAGEMENT AND
PERFORMANCE IN HYBRID WORK ENVIRONMENT
D . G ace Hemala a, M . Puni h Kuma V
1. Associa e P o esso , Depa men o MBA, Sh ide i Ins i u ion o Enginee ing and
Technology, Tumku , Ka na aka, India ([email p o ec ed])
2. 2
nd
yea MBA S uden , Depa men o MBA, Sh ide i Ins i u e o Enginee ing and
Technology, Tumku , Ka na aka, India (abhinandan [email protected])
ARTICLE
INFO
ABSTRACT
©2025 RS Publica ion
Pape ID: IJRMF-
68E51E98264DA
Recei ed: 2025-09-08
Published: 2025-10-08
DOI:
h ps://dx.doi.o g/10.528
1/zenodo.17307194
Page No: 86-93
The hyb id wo k model, combining emo e and in-o ice wo k, has eme ged as a
dominan o ganiza ional s uc u e in he pos -pandemic e a. While i o e s lexibili y,
cos sa ings, and b oade alen acquisi ion, i also p esen s challenges in main aining
employee engagemen and op imizing pe o mance. This s udy explo es s a egies o
imp o e engagemen and p oduc i i y among employees wo king in hyb id se ups,
ocusing on communica ion, collabo a ion, wo k-li e balance, ecogni ion, and
echnology adop ion. Using a combina ion o li e a u e e iew, su eys, and case
s udies, he esea ch iden i ies bes p ac ices ha enhance mo i a ion, educe bu nou ,
and os e a sense o belonging.
Keywo ds: Hyb id wo k model, employee engagemen , pe o mance imp o emen ,
communica ion s a egies, wo k-li e balance, digi al collabo a ion, o ganiza ional
cul u e, mo i a ion, eedback sys em, echnology suppo , employee sa is ac ion,
p oduc i i y enhancemen .
In e naonal Jou nal o Resea ch in
Managemen Fields
A ailable online on hp:// spublicaon.com/IJRMF/IJRMF.h ml
ISSN (P) 2577-1876 (O) 2577-4274
Ci e This Pape : D . G ace Hemala h and M . Puni h Kuma V (2025). " A STUDY ON
STRATEGIES OF IMPROVING EMPLOYEE ENGAGEMENT AND PERFORMANCE IN
HYBRID WORK ENVIRONMENT". INTERNATIONAL JOURNAL OF RESEARCH IN
MANAGEMENT FIELDS (IJRMF), ol. 9, no. 5, 2025, pp. 86-93. DOI:
hps://dx.doi.o g/10.5281/zenodo.17307194
In e na ional Jou nal o Resea ch in Managemen Fields ISSN (P) 2577-1876 (O) 2577-4274
A ailable online on h p:// spublica ion.com/IJRMF/IJRMF.h ml Volume 9, Numbe 5 -2025
DOI: 10.5281/zenodo.17307194
O iginal A icle
87
INTRODUCTION
The concep o hyb id wo k has apidly ansi ioned om an expe imen al app oach o a
mains eam o ganiza ional model. D i en by he global shi ollowing he COVID-19
pandemic, o ganiza ions now balance in-pe son collabo a ion wi h he au onomy o emo e
wo k. While hyb id wo k o e s ad an ages such as inc eased lexibili y, educed commu ing
ime, and access o a di e se alen pool, i also poses challenges ela ed o employee
engagemen , communica ion gaps, and pe o mance consis ency. Employee engagemen — he
emo ional commi men employees ha e owa d hei o ganiza ion—di ec ly in luences
p oduc i i y, inno a ion, and e en ion. In a hyb id se up, main aining engagemen equi es
in en ional s a egies ha os e connec ion and us . Simila ly, pe o mance managemen mus
adap o emo e and lexible schedules, emphasizing ou comes o e hou s wo ked.
STATEMENTOFTHEPROBLEM
The adop ion o hyb id wo k models has b ough lexibili y and e iciency, bu also new
challenges in sus aining employee engagemen and pe o mance. Many o ganiza ions ace
di icul ies in main aining consis en communica ion, collabo a ion, and eam spi i when
employees wo k bo h emo ely and on-si e. Feelings o isola ion, lack o ecogni ion, and
unclea pe o mance e alua ion me hods can lead o educed mo i a ion and p oduc i i y.
Wi hou e ec i e engagemen s a egies, o ganiza ions isk dec eased job sa is ac ion, highe
u no e a es, and declining o e all pe o mance. This s udy add esses he need o iden i y
and implemen s a egies ha can e ec i ely enhance bo h engagemen and pe o mance in
hyb id wo k en i onmen s.
OBJECTIVES
To iden i y challenges aced by employees in main aining mo i a ion and p oduc i i y
while wo king in a hyb id mode.
To iden i y he impo ance o ecogni ion and ewa d sys ems in boos ing hyb id
wo k o ce mo ale.
To s udy he in luence o aining and skill de elopmen p og ams on hyb id employee
pe o mance.
To e alua e s a egies o building and sus aining o ganiza ional cul u e in a hyb id
en i onmen .
In e na ional Jou nal o Resea ch in Managemen Fields ISSN (P) 2577-1876 (O) 2577-4274
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SCOPE OFTHE STUDY:
Focuses on s a egies o enhance employee engagemen and pe o mance in hyb id wo k
en i onmen s.
E alua es o ganiza ional cul u e and i s in luence on eam cohesion in hyb id se ups.
Applicable o o ganiza ions in a ious indus ies ha ha e adop ed hyb id models pos -
pandemic.
LIMITATIONS
This s udy is con ined o o ganiza ions ope a ing in a hyb id wo k model and may no be
applicable o ully emo e o ully on-si e se ups. The indings a e based on a limi ed sample
size, which may no ully ep esen all indus ies o egions. Responses om pa icipan s may
be in luenced by pe sonal bias o eluc ance o sha e hones opinions. The esea ch is conduc ed
wi hin a speci ic ime ame, and e ol ing ends in hyb id wo k may no be e lec ed.
LITERATURE REVIEW
Bloom, Han, and Liang (2024) conduc ed a la ge-scale andomized ield expe imen wi h
1,612 employees a T ip.com o examine he e ec s o a s uc u ed hyb id wo k schedule. Thei
wo-yea s udy ound ha allowing employees o wo k om home wo days pe week
signi ican ly educed qui a es by abou one- hi d, imp o ed job sa is ac ion, and did no
nega i ely impac p oduc i i y, p omo ions, o pe o mance. In e es ingly, manage s who
ini ially held nega i e iews owa d hyb id wo k shi ed hei pe cep ions o sligh ly posi i e
a e expe iencing he policy in p ac ice. The s udy highligh s he impo ance o s anda dizing
hyb id wo k pa e ns, ensu ing ai ness in i s applica ion—pa icula ly o women, non-
manage ial employees, and hose wi h long commu es—and equipping manage s wi h
e idence and pilo p og ams o help hem adap .
Lau ing and Jonasson (2025) aimed o b ing concep ual cla i y o he inc easingly popula
bu o en ambiguously de ined e m “hyb id wo k.” They p oposed ha hyb id wo k should be
unde s ood as a dynamic combina ion o h ee dimensions: modali y (digi al s. in-pe son),
loca ion (home, o ice, o hi d places), and empo ali y (synch onous s. asynch onous
scheduling). Thei e iew in Human Resou ce Managemen Re iew emphasized ha many o
he challenges o ganiza ions ace in implemen ing hyb id wo k s em om unclea o
inconsis en designs ac oss hese dimensions. By clea ly codi ying hyb id wo k ules along
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hese lines and aligning HR p ac ices such as job design, pe o mance e alua ion, and
communica ion p o ocols, o ganiza ions can educe ic ion and imp o e bo h employee
engagemen and ou pu .
RESEARCH DESIGN
Sample size: 50 esponden s
Tools o da a collec ion: Da a o his s udy is collec ed om p ima y and seconda y sou ces.
p ima y da a includes su eys and in e iews wi h public. While seconda y da a encompasses
websi es and google o ms illings o publics.
Analysis, in e p e a ion and sugges ion:
The sample consis s o 60.9% male and 39.1% emale esponden s, Age ac o A majo i y
(67.4%) o esponden s a e aged 21–30, ollowed by 26.1% in he 18–20 ange, and e y ew in
highe age g oups. This shows he sample is hea ily skewed owa d younge p o essionals.
Findings a e he e o e mo e e lec i e o ea ly-ca ee o en y-le el wo k o ce expe iences wi h
hyb id wo k. 100% employees
F equen ly ecei e pe o mance eedback in a hyb id wo k en i onmen .
39.1% epo always ecei ing eedback, ollowed by 34.8% o en and 26.1% some imes. No
esponden s indica ed a ely. This e lec s a gene ally s ong eedback cul u e in he hyb id se up,
hough he e is s ill oom o make eedback mo e con inuous and speci ic o hose in he
“some imes” ca ego y.
E ec i ely able o manage you ime in a hyb id wo k en i onmen .
Mos esponden s (52.2%) eel hey can manage hei ime e ec i ely, while 30.4% a e neu al
and 17.4% epo managing i e y e ec i ely. This indica es ha while ime managemen in
hyb id wo k is gene ally posi i e, he e’s oom o imp o emen o hose eeling neu al o
s uggling. Ta ge ed aining in ime p io i iza ion and digi al scheduling ools could u he
enhance p oduc i i y.
Clea goals & expec a ions in a hyb id wo k en i onmen .
The la ges g oup (45.7%) inds hei goals clea , ollowed by 28.3% who say e y clea , showing
ha mos employees unde s and expec a ions. Howe e , 19.6% a e neu al and 6.5% unclea ,
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sugges ing communica ion gaps. Manage s could imp o e cla i y wi h egula check-ins, de ailed
b ie s, and anspa en pe o mance me ics.
Access o he ools and echnology needed o pe o m you job e ec i ely in a hyb id wo k
se up.
A majo i y (65.2%) say hey some imes ha e access, while only 17.4% epo always ha ing he
necessa y ools. This inconsis ency can hinde pe o mance and engagemen . Employe s should
ensu e consis en p o ision o ha dwa e, so wa e, and IT suppo o enable smoo h hyb id
ope a ions.
a e you wo k ou pu in a hyb id se up.
Mos esponden s (58.7%) a e hei ou pu as good, while 26.1% conside i excellen . A smalle
po ion (13%) see i as a e age, wi h minimal poo a ings. This sugges s ha hyb id wo k
suppo s s ong pe o mance o mos , bu a ge ed skill de elopmen and esou ce access could
push mo e employees om “good” o “excellen .”
E ec i e is communica ion while engaging wo k wi h you eam in a hyb id se up.
SI .NO FACTORS NO OF RESPONDENTS
PERCENTAGE
1 Ve y E ec i ely 13 26.1
2 E ec i ely 25 50
3 Neu al 10 21.7
4 Ine ec i ely 2 2.2
5 Ve y Ine ec i ely 0 0
Hal o he pa icipan s (50%) a ed communica ion as e ec i e, wi h 26.1% inding i e y
e ec i e. Howe e , 21.7% a e neu al, and small ac ions epo i as ine ec i e o e y
ine ec i e. While he o e all iew is posi i e, he neu al and nega i e esponses sugges ha
some eams may lack s ong communica ion channels o consis en collabo a ion p ac ices.
Hypo hesis:
Table showing he do you eel bu ned ou due o wo k in a hyb id se up
H0: Maybe you eel bu ned ou due o wo k in a hyb id se up.
H1: You May no be eel bu ned ou due o wo k in a hyb id se up.
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Sl. No
FACTORS NO OF RESPONDENTS O-E (O-E)2 (O-E)2/E
1 Ne e 9 -1 1 0.1
2 Ra ely 10 0 0 0
3 Some imes 25 15 225 22.5
4 O en 4 -6 36 3.6
5 Always 2 -8 64 6.4
To al 32.6
E=50/5=10
Deg ee o eedom = n-1
=5-1=4
Fo 4% o Deg ee o eedom he alue om he able a he deg ee o 4 is 9.488 & he calcula ed
alue is 32.6. he e calcula ed alue is g a e han he c i ical alue hence he null Hypo hesis
o mula ed is ejec ed.
C i ical alues o he Chi-squa e dis ibu ion wi h d deg ees o eedom
Table shows he c ical alues o he Chi-squa e dis ibuon o diffe en deg ees o eedom (d) and
p obabilies o exceeding he c ical alue (0.05, 0.01, 0.001).
Deg ees o eedom 1 o 10
d 0.05 0.01 0.001
1 3.841 6.635 10.828
2 5.991 9.21 13.816
3 7.815 11.345 16.266
4 9.488 13.277 18.467
5 11.07 15.086 20.515
6 12.592 16.812 22.458
7 14.067 18.475 24.322
8 15.507 20.09 26.125
9 16.919 21.666 27.877
10 18.307 23.209 29.588
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Deg ees o eedom 11 o 20
d 0.05 0.01 0.001
11 19.675 24.725 31.264
12 21.026 26.217 32.91
13 22.362 27.688 34.523
14 23.685 29.141 36.123
15 24.996 30.578 37.697
16 26.296 32.0 39.252
17 27.587 33.409 40.79
18 28.869 34.805 42.312
19 30.144 36.191 43.82
20 31.41 37.566 45.315
SUGGESTIONS
S a egies o imp o ing employee engagemen & pe o mance in hyb id wo k en i onmen o
s eng hen employee engagemen and pe o mance in a hyb id wo k en i onmen , o ganiza ions
should adop a clea and consis en hyb id wo k s uc u e ha balances lexibili y wi h
accoun abili y. Manage s need o se anspa en goals, de ine communica ion p o ocols, and
p o ide imely pe o mance eedback o keep eams aligned. In es men in eliable digi al ools,
collabo a i e pla o ms, and IT suppo is essen ial o ensu e employees can wo k seamlessly
ac oss loca ions. Addi ionally, o ganiza ions should ac i ely moni o wo kload dis ibu ion, o e
wellness p og ams o educe bu nou , and encou age wo k-li e balance ini ia i es such as lexible
hou s o mee ing- ee ocus days. Tailo ing engagemen s a egies o di e en employee g oups
such as ea ly-ca ee p o essionals, expe ienced s a , and hose wi h ca egi ing esponsibili ies
can u he imp o e o e all sa is ac ion and ou pu .
SUMMARY & CONCLUSION
This s udy explo ed s a egies o enhance engagemen and pe o mance in hyb id wo k se ings,
suppo ed by ecen li e a u e and su ey indings. The esul s indica e ha while hyb id wo k
o e s lexibili y and p oduc i i y bene i s, i s success depends on clea goal-se ing, e ec i e
communica ion, access o esou ces, and suppo i e managemen p ac ices. Su ey da a e ealed
ha mos pa icipan s manage hei ime e ec i ely and a e hei ou pu posi i ely, ye issues
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such as inconsis en access o echnology and mode a e bu nou le els pe sis . Li e a u e
e idence om Bloom e al. (2024), Lau ing & Jonasson (2025), and Ang eni & Mahyuni (2024)
con i ms ha hyb id models, when well-s uc u ed, can imp o e e en ion, job sa is ac ion, and
pe o mance.
In conclusion, o ganiza ions ha combine s uc u ed hyb id schedules wi h employee-can e ed
policies, consis en eedback, and obus digi al suppo a e mo e likely o achie e high
engagemen and sus ained pe o mance in he e ol ing wo ld o wo k.
BIBLIOGRAPHY AND REFERENCES
1. Bloom, N., Han, R., & Liang, J. (2024). Hyb id wo king om home imp o es e en ion
wi hou damaging pe o mance.
2. Lau ing, J., & Jonasson, C. (2025). Wha is hyb id wo k? Towa ds g ea e concep ual
cla i y o a common e m and unde s anding i s consequences.
3. Ang eni, D. D., & Mahyuni, L. P. (2024). Wo k hyb id, wo k-li e balance, wo k
engagemen , and employee pe o mance.
