View in EDS

Best of Both Worlds: The Benefits of Hybrid Work Compared With Remote and In‐Person Roles.

Saved in:
Bibliographic Details
Title: Best of Both Worlds: The Benefits of Hybrid Work Compared With Remote and In‐Person Roles.
Authors: Decker, Gretchen, Butler, William P., Meriac, John P.
Source: Human Resource Management; Nov2025, Vol. 64 Issue 6, p1803-1814, 12p
Subject Terms: SELF-evaluation, CORPORATE culture, PERSONNEL management, CRONBACH'S alpha, WORK environment, DESCRIPTIVE statistics, ANALYSIS of covariance, JOB satisfaction, JOB descriptions, PSYCHOLOGICAL disengagement, TELECOMMUTING, COMPARATIVE studies, EMPLOYEE attitudes
Abstract: Divergent viewpoints have been shared regarding "return to office" mandates, which have aimed to reverse trends toward increased remote work. Employees affected by such recent mandates have generally reacted unfavorably, in many instances deciding to leave their organization, or in other instances withdrawing efforts. A recent trend that has been discussed as related to this issue is "quiet quitting", which in part refers to withholding extra effort beyond satisfying minimum job requirements. Drawing from Self‐Determination Theory and Psychological Contract Theory, we investigated work arrangements that may foster different work outcomes, including behaviors associated with quiet quitting, such as neglect, reduced voice, and reduced citizenship behavior. Specifically, we examined differences in employee attitudes and behaviors as a function of three work modalities, including (1) fully in‐person, (2) fully remote, and (3) hybrid work. Results generally indicated more favorable outcomes for employees in a hybrid modality compared with in‐person or remote roles. [ABSTRACT FROM AUTHOR]
Copyright of Human Resource Management is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Complementary Index
Description
Abstract:Divergent viewpoints have been shared regarding "return to office" mandates, which have aimed to reverse trends toward increased remote work. Employees affected by such recent mandates have generally reacted unfavorably, in many instances deciding to leave their organization, or in other instances withdrawing efforts. A recent trend that has been discussed as related to this issue is "quiet quitting", which in part refers to withholding extra effort beyond satisfying minimum job requirements. Drawing from Self‐Determination Theory and Psychological Contract Theory, we investigated work arrangements that may foster different work outcomes, including behaviors associated with quiet quitting, such as neglect, reduced voice, and reduced citizenship behavior. Specifically, we examined differences in employee attitudes and behaviors as a function of three work modalities, including (1) fully in‐person, (2) fully remote, and (3) hybrid work. Results generally indicated more favorable outcomes for employees in a hybrid modality compared with in‐person or remote roles. [ABSTRACT FROM AUTHOR]
ISSN:00904848
DOI:10.1002/hrm.70013