Impact of hybrid work models on job performance: a study through the lens of workplace flexibility and self-determination theories

Purpose Although hybrid workplace models are becoming more and more prevalent, little is known about how exactly they affect employee performance. The study intends to bridge the gap by investigating the impact of hybrid work models on job performance using perceptions from workplace flexibility theory (WFT) and self-determination theory (SDT), highlighting the mediating roles of technology fatigue, team cohesion and employee autonomy. Design/methodology/approach Through the use of structural equation modeling (SEM) and an online survey circulated via Google Forms, the study utilized a quantitative methodology to analyze data from 482 remote workers in IT companies located all over India. Findings The outcomes show that hybrid work considerably enhances job performance through the mediation of employee autonomy and team cohesion, which is consistent with SDT and WFT. While autonomy nurtured internal motivation that boosted job performance, team cohesion fortified fruitful collaboration. However, technological fatigue triggered in a decline in job performance. Practical implications The study underlines the value of independence and collaboration in shaping success in hybrid work, but it also draws attention to the possible problems related with technology fatigue. To make the most of hybrid models, organizations need to incorporate digital well-being, teamwork and flexibility. Originality/value The research chains WFT and SDT to scrutinize in a new way how technology fatigue, employee autonomy, team cohesion and hybrid workplaces influence job performance. It describes how to diminish tech fatigue and boost adaptability to enhance hybrid models' performance.