Improving the performance of hybrid working

The ongoing COVID-19 pandemic has not only resulted in catastrophic health consequences but has also served as a catalyst for the adoption of new work paradigms, notably the widespread acceptance of working from home (WFH) across the globe. However, the benefits and drawbacks of WFH have been subjects of exploration, with a particular focus on how specific characteristics of WFH impact the health and job satisfaction of employees. This study, based on data from a Germany-wide panel survey encompassing employees from various industries (n = 519), delves into the nuanced relationships between WFH characteristics, health indicators (work ability, stress-related physical and psychological symptoms), and job satisfaction. The findings, derived from multiple regression analyses, underscore the significance of the functionality of technical equipment at home in influencing the health of employees. A positive correlation is observed between well-functioning technical equipment and enhanced work ability, reduced stress-related symptoms, and increased job satisfaction among employees. The efficacy of the technological infrastructure at home is thus pivotal in shaping a conducive work environment for hybrid employees.

Furthermore, the study reveals that the percentage of weekly working time spent WFH plays a crucial role in influencing stress-related symptoms. A higher percentage of weekly WFH is associated with an increase in stress-related symptoms, indicating a potential downside to an extended WFH arrangement. Additionally, this increased WFH percentage is negatively linked to job satisfaction, highlighting a potential trade-off between flexibility and job contentment. On a positive note, the feeling of increased autonomy, a psychological aspect associated with WFH, exhibits a positive correlation with job satisfaction. Employees who perceive an elevated sense of autonomy in their work arrangements tend to report higher levels of job satisfaction, suggesting that the perception of independence plays a crucial role in employee contentment.

The study's results not only offer insights for potential interventions aimed at enhancing WFH experiences but also underline the necessity for legal regulations governing WFH. The nuanced relationships between various WFH characteristics and employee well-being warrant attention in both theoretical and practical contexts. This study serves as a valuable contribution to the ongoing discourse surrounding the evolving nature of work in the wake of the COVID-19 pandemic.

The evolution of hybrid/remote working, also known as teleworking or telecommuting, has been closely linked to advancements in information and communication technologies (ICTs), particularly the widespread availability of high-speed internet. This mode of work involves employees operating from locations distant from central offices or production facilities, relying on technology for communication without personal contact with co-workers (Di Martino & Wirth, 1990). Despite its growth in recent decades, hybrid working was not widely adopted before the COVID-19 pandemic, remaining a practice for a relatively small segment of the workforce.

Before the pandemic, hybrid working was considered a luxury, primarily accessible to higher-income earners and white-collar professionals. In the United States, for example, the percentage of the total workforce engaged in hybrid working was only 2.9% (American Community Survey, 2017), and a similar trend was observed in Europe, where around 2% of employees primarily teleworked from home in 2015 (Eurofound, 2017). The pandemic drastically changed this landscape, necessitating widespread adoption of hybrid working globally, turning it into the "new normal" almost overnight.

The unprecedented scale of hybrid working during the pandemic has prompted a global experiment, challenging existing knowledge on the psychological challenges and risks faced by hybrid workers. Previous research on hybrid working, conducted in contexts where it was practiced occasionally or infrequently, may lack contextual relevance in the current crisis. Most prior studies focused on a voluntary, occasional practice of hybrid working, and the outcomes may not be universally applicable when hybrid work becomes a mandatory and widespread phenomenon.

This shift in the hybrid work landscape during the pandemic calls for a reevaluation of the work design perspective. Work design, encompassing the content and organization of work tasks, has traditionally been linked to various positive outcomes such as well-being, job satisfaction, and performance. However, the context of extensive, mandatory hybrid work necessitates a deeper understanding of how work characteristics may have changed. The focus should shift from whether to implement hybrid working to optimizing its outcomes, recognizing that the changed nature of work requires a systematic understanding to guide effective work design in this new context.

In essence, the COVID-19 pandemic has not only accelerated the adoption of hybrid working but has also shifted the research focus to understand the nuances of this practice in a context where it is no longer a discretionary option but a compulsory requirement. The work design perspective offers a theoretical lens to examine how the organization and content of work tasks in a hybrid setting impact employee outcome during this unique and unprecedented global experience.

Study 1: Unraveling the Interplay of Work Characteristics and Hybrid Work Outcomes

In this methodological approach, the focal point is the intensity of hybrid working as an independent variable, exerting influence on individual outcomes. However, a nuanced exploration emerges as work characteristics take center stage as crucial moderators. This methodology aims to discern which types of work are most compatible with hybrid arrangements, acknowledging that the effectiveness of hybrid work is intricately linked to the nature of work activities.

The foundational principle underlying this approach is the recognition that not all jobs are equally amenable to hybrid working policies, aligning with the assertion that the suitability of telecommuting is contingent on the nature of work tasks (Pinsonneault & Boisvert, 2001). Consequently, the investigation considers work characteristics as pivotal boundary conditions, shedding light on the varied impacts of hybrid working based on the specific attributes of employees' tasks. The practical implication derived from these studies advocates for a judicious application of hybrid working, emphasizing its provision for jobs and workers that align with the identified characteristics (Golden & Veiga, 2005).

A notable study by Golden and Gajendran (2019) serves as an exemplar within this paradigm. Drawing on a sample of 273 telecommuters and their supervisors, the research uncovered that the positive correlation between the extent of hybrid working (measured by the percentage of time spent hybridly per week) and supervisor-rated job performance was more pronounced for individuals engaged in complex jobs, those with lower task interdependence, and those receiving diminished social support. This finding underscores the nuanced interplay between hybrid work and job characteristics, revealing that the impact of hybrid working is contingent on the complexity of tasks, levels of task interdependence, and the extent of social support. Similar studies have corroborated these insights, demonstrating that the influence of hybrid working on well-being is contingent on additional work characteristics such as task interdependence and job autonomy (Golden & Veiga, 2005; Golden et al., 2006; Perry et al., 2018). This line of inquiry positions managers to carefully tailor hybrid working arrangements to jobs and workers characterized by specific attributes, optimizing the positive outcomes associated with this mode of work.

Study 2: Work Characteristics as Transformative Mediators in the Hybrid Work Landscape

While the first approach assumes that hybrid working practices do not alter the nature of work, positioning work characteristics as criteria for policy design, the second approach takes a contrasting stance. It contends that in the realm of hybrid work, where tasks, communications, and collaborations are mediated by information and communication technologies (ICTs), engaging in flexible working policies fundamentally reshapes an individual's experience of work design.

In this perspective, hybrid work practices act as catalysts, initiating significant alterations in job demands, autonomy, and relational dynamics of work. The impact of hybrid work on these work characteristics, in turn, influences employee outcomes. A qualitative study by Kelliher and Anderson (2010) uncovered that hybrid workers often experienced work intensification, as the absence of interruptions in the office enabled them to work more intensely. Numerous studies have attested to the positive influence of hybrid working on autonomy (Gajendran et al., 2015; Ter Hoeven & Van Zoonen, 2015). Gajendran and Harrison’s (2007) meta-analysis further supported the idea that hybrid work enhances perceived autonomy, which subsequently correlates with favorable individual outcomes, such as improved task performance and job satisfaction. Conversely, research suggests that hybrid working may have adverse effects on the relational aspects of work. Cooper and Kurland’s (2002) qualitative study, based on 93 interviews, revealed that telecommuters often experienced heightened professional isolation.

In essence, this approach posits that hybrid working, as mediated by ICTs, serves as a transformative force that shapes how individuals perceive and engage with their work. The altered work characteristics resulting from hybrid work practices become influential mediators, dynamically influencing employee outcomes. Understanding this interplay offers valuable insights for managers seeking to navigate the complexities of hybrid work policy, emphasizing the need to consider how the hybrid work experience reshapes the fundamental elements of work design and, subsequently, its impact on employee well-being and performance.

Study 3: Hybrid Work Characteristics as Contextual Antecedents

In the third approach, the concept of work design takes on a distinct meaning, specifically focusing on the characteristics inherent to hybrid work itself. Unlike the previous approaches that treated hybrid work as an independent variable or mediator, this perspective, rooted in the socio-technical systems framework, considers hybrid work as a contextual factor. It asserts that the features defining hybrid work should align with the demands of the new working environment to optimize performance and well-being (Bélanger et al., 2013). The emphasis is on ensuring that the characteristics of hybrid work complement individual and task requirements, thus avoiding unintended negative outcomes such as work-to-family conflicts, particularly when job demands are intolerable, and autonomy is limited for hybrid workers during home-based workdays.

Although research adopting this approach is limited, the existing studies primarily explore the impact of virtual work characteristics on well-being. For instance, Baker et al. (2006) found a positive association between workplace support for teleworkers and job satisfaction. Bentley et al. (2016) discovered indirect effects of social support from supervisors and the organization on psychological strain and job satisfaction by reducing social isolation in hybrid work scenarios. Additional factors, such as perceived control over the location, timing, and process of work, were found to be negatively linked to teleworkers' work-family conflict and turnover intentions (Kossek, Lautsch, & Eaton, 2009). Moreover, task-related demands, including time pressure and uncertainty, were positively associated with teleworkers' experienced stress (Turetken et al., 2011).

This approach underscores the importance of tailoring the characteristics of hybrid work to the specific needs and circumstances of individuals and tasks, recognizing that the design of hybrid work itself serves as a crucial antecedent in shaping employee experiences and outcomes in the virtual work landscape.

Understanding Hybrid Work During the Pandemic: The Importance of the Third Approach

The first two approaches have been instrumental in shaping hybrid working policies before the pandemic, providing insights on suitable individuals and jobs for this mode of work. However, the COVID-19 pandemic has transformed hybrid working from an optional practice to a widespread "new normal," making the third approach, which views hybrid working as a context or setting, particularly relevant.

The advantage of the third approach lies in its framing of hybrid working as a context and its focus on the relationship between virtual work characteristics and working experiences. This approach holds both theoretical and practical significance, especially in understanding hybrid working experiences amid the unique circumstances of the COVID-19 pandemic.

Theoretical Implications:

Context Dependency: Work characteristics' effects vary with contexts, and the pandemic context introduces unique challenges. For example, the significance of being socially connected may differ during lockdowns, where social interactions are restricted. The meaning and impact of virtual work characteristics should be examined within the extreme context of the pandemic.

Adaptation of Work Design Theory: In the current extreme context, exploring what virtual work characteristics truly matter and how they matter becomes crucial. The traditional understanding of work design needs adaptation to address the challenges and opportunities presented during the pandemic.

Practical Implications:

Making the Most of Hybrid Work: As hybrid working becomes a more permanent feature for some jobs, understanding how to optimize hybrid work is essential. The third approach, focusing on the role of virtual work characteristics, offers practical insights for managers aiming to enhance productivity and well-being through thoughtful hybrid work redesign.

Transition from Optional to Mandatory Hybrid Work: Unlike pre-pandemic studies that assumed the optional nature of hybrid work, the third approach acknowledges the compulsory shift to hybrid work during the pandemic. Exploring how to derive maximum benefits from this situation becomes a key practical consideration for organizations and managers.

Research Methodology:

To delve into these aspects, the researchers adopted the third approach and conducted mixed-methods research. Study 1 involved qualitative explorative interviews with 39 participants who experienced hybrid work during the pandemic, leading to the development of a theoretical framework integrating virtual work characteristics, hybrid work challenges, and individual outcomes. In Study 2, a cross-sectional online survey collected quantitative data from 522 employees with hybrid working experiences during the COVID-19 pandemic to quantitatively examine the identified relationships.

This research approach aligns with the evolving nature of work and the need to understand hybrid working within the current extraordinary context, offering valuable insights for both theoretical advancements and practical guidance for organizations navigating the complexities of hybrid work during the pandemic.

Microsoft's Transition to Hybrid Work (2020): Microsoft announced its plans for a hybrid workplace in 2020, with a focus on flexibility and employee choice. The company emphasized the importance of a "hybrid-from-home" culture, allowing employees to work remotely part of the time while maintaining access to physical offices. Microsoft introduced a "hybrid workplace" strategy to accommodate diverse work styles, combining remote and in-office work. This approach aimed to enhance collaboration, creativity, and employee well-being.

Twitter's Permanent Remote Work Policy (2020): In May 2020, Twitter announced that employees could work from home permanently if they preferred. The company's decision was driven by the success of remote work during the COVID-19 pandemic and the desire to offer employees more flexibility.

Twitter's case study showcases the implementation of a long-term remote work policy, emphasizing trust in employees to deliver results regardless of their physical location.

Shopify's Digital by Default Strategy (2021): In February 2021, Shopify introduced a "Digital by Default" policy, allowing its employees to work from anywhere. The company shifted to a fully remote work model and reduced its physical office presence.

Shopify's case study exemplifies a company's commitment to embracing remote work on a global scale and the integration of technology to support collaboration and communication.

Siemens' "New Normal" Hybrid Work Model (2020): Siemens announced plans in 2020 for a "new normal" that involved a more flexible and location-independent working model. The company implemented measures to support a hybrid work environment and ensure that employees could seamlessly transition between office and remote work.
Siemens' case study reflects the challenges and strategies involved in establishing a hybrid work model for a global workforce.

Conclusion, Enhancing the performance of hybrid working involves a comprehensive approach that spans communication, technology, flexibility, goal clarity, skill development, team building, performance metrics, wellness initiatives, feedback mechanisms, and security measures. Clear communication channels, including messaging apps and video conferencing, foster connectivity, while encouraging open communication ensures a collaborative environment. Investing in reliable technology tools and ensuring accessibility promotes efficient hybrid collaboration. Flexible work hours accommodate diverse time zones, contributing to improved work-life balance.

Clearly defined goals and expectations, coupled with regular progress updates and celebrations, align team members and boost morale. Training initiatives bolster hybrid working skills, emphasizing collaboration tools and digital communication etiquette. Team-building activities, both virtual and in-person, foster positive team culture and mitigate feelings of isolation. Performance metrics and accountability mechanisms guide assessments and improvement strategies.

Prioritizing employee wellness through programs like virtual fitness classes and mindfulness sessions supports mental and physical health. Instituting a feedback culture, where regular check-ins collect insights and suggestions, helps adapt policies to the evolving needs of the hybrid workforce. Emphasizing security measures and data privacy safeguards the integrity of hybrid work.

In summary, organizations can optimize hybrid working by integrating these strategies into their operational framework. Regular reassessment and adaptation of these approaches ensure responsiveness to evolving needs and technological advancements, creating an effective and collaborative hybrid working environment that promotes both productivity and employee satisfaction.