HYBRID WORK AND EMPLOYEE ENGAGEMENT: THE NEW ROLE OF HUMAN RESOURCE MANAGEMENT

Abstract

The present study investigates the correlation between hybrid working and employee engagement and how HRM is becoming more strategic in this context. Data was collected using a quantitative, cross-sectional survey design with 240 hybrid workers from three sectors (information technology, financial services, and professional services). The respondents filled an instrument consisting of a structured questionnaire to assess employee engagement, work–life balance, leadership support, communication quality, technostress, and perceived productivity. The study hypotheses were tested using descriptive statistics, Pearson correlation, independent-samples t-test and multiple regression analysis. The results showed that the leadership support was the most significant positive predictor of employee engagement (β = .34, p < .001), followed by work–life balance (β = .29, p < .001), while technostress was a significant negative predictor (β = -.21, p < .01). Those who had an intermediate hybrid work schedule (2-3 days in the office) also had significantly higher engagement levels than those who were onsite or remote most of the time. The results are consistent with previous research which found that overall employee engagement in the world has dropped to the lowest level since 2020 (Gallup, 2026) and support the shift in HRM role from administrative to strategic and data driven in hybrid workplaces (Nagori & Lawton, 2026). HRM policy implications, directions for future research, and leadership development implications are discussed.