FROM FLEXIBILITY TO FULFILMENT: A STUDY OF HYBRID WORK ENVIRONMENT ON EMPLOYEE COMMITMENT AND HOLISTIC WELLBEING
DOI:
https://doi.org/10.29121/granthaalayah.v14.i5.2026.6860Keywords:
Hybrid Work, Employee Commitment, Holistic Wellbeing, Social Exchange, Meyer and Allen Model, Digital Exhaustion, Human Capital SustainabilityAbstract [English]
The model shift toward hybrid work environments represents one of the most significant structural transformations in the history of organizational behaviour. As enterprises transition from the reactive remote work policies necessitated by the COVID-19 pandemic to formalized hybrid models in the 2024-2026 era, the focus of academic and managerial inquiry has moved beyond operational feasibility to the sustainability of human capital. This comprehensive research investigates the profound implications of hybrid work arrangements on two critical organizational outcomes: Employee Commitment, examined through Meyer and Allen’s Three-Component Model (Affective, Continuance, Normative), and Holistic Wellbeing, encompassing physical, mental, and social dimensions. Drawing upon an exhaustive review of empirical literature, longitudinal studies, and theoretical frameworks including Social Exchange Theory and the Job Demands-Resources Model, this study identifies a "Paradox of Flexibility." While hybrid arrangements significantly enhance Continuance Commitment through the provision of autonomy and cost savings, they simultaneously threaten Affective Commitment by eroding social capital and latent workplace functions. Furthermore, the paper reveals a complex dichotomy in wellbeing outcomes: while employees gain relief from commuting stress, they face rising risks of sedentary behaviour, digital exhaustion, and social isolation. The findings suggest that moving from mere flexibility to genuine fulfilment requires a strategic re-architecting of the "psychological contract," placing a premium on intentional social engineering, the mitigation of proximity bias, and the protection of manager wellbeing.
Downloads
References
Aboobaker, N., and Shanujas, V. (2025). Towards a Sustainable Workplace: Investigating Workplace Cyberbullying and Its Relationship with Employee Wellbeing and Intention to Stay in Remote and Hybrid Work Settings. International Journal of Productivity and Performance Management, 74(2), 453–470. https://doi.org/10.1108/IJPPM-12-2023-0662
Ahlgren, S. (2024). Remote Working and Innovative Work Behaviour: A Case of Australian Employees [Unpublished doctoral dissertation]. Victoria University.
Arokiasamy, A. R. A. (2025). Assessing the Impact of Hybrid Work Models on Employee Well-Being, Productivity, and Job Satisfaction. South Eastern European Journal of Public Health, 3062.
Arvindh, R., Pavithra, S., Benjamin Prabahar, I., Antony Xavier, S., Prabhu, V., and Arun Prasad, S. (2024). Impact of Hybrid and Remote Work on Employee Engagement and Productivity. Educational Administration: Theory and Practice, 30(5), 15772–15783. https://doi.org/10.53555/kuey.v30i5.10782
Bloom, N., Han, R., and Liang, J. (2024). How Hybrid Working from Home Works Out. Nature. https://doi.org/10.1038/s41586-024-07500-2
Candra, and Sabtohadi. (2025). Remote and Hybrid Work Models: The Impact on Employee Productivity and Well-Being. Brilliant International Journal of Management and Tourism, 5(2), 271–283. https://doi.org/10.55606/bijmt.v5i2.4724
Chan, X. W. C., and Kinman, G. (2024). Work and Non-Work Boundary Management Including Remote and Hybrid Working. In Wellbeing at Work in a Turbulent Era (56–75). Edward Elgar Publishing. https://doi.org/10.4337/9781035300549.00008
Corral, R. J. P. (2024). Impact of Hybrid and On-Site Work Arrangements on Employee Motivation and Job Satisfaction in the BPO Industry: A Cross-Sectional Study. Open Journal of Social Sciences, 12, 205–230. https://doi.org/10.4236/jss.2024.122013
Cronbach, L. J. (1951). Coefficient Alpha and the Internal Structure of Tests. Psychometrika, 16(3), 297–334. https://doi.org/10.1007/BF02310555
Dale, G., Wilson, I., and Tucker, M. (2024). What Is Healthy Hybrid Work? International Journal of Workplace Health Management, 17(4), 335–352. https://doi.org/10.1108/IJWHM-03-2024-0041
Davidescu, A. A., Apostu, S. A., Paul, A., and Casuneanu, I. (2020). Work Flexibility, Job Satisfaction, and Job Performance Among Romanian Employees: Implications for Sustainable Human Resource Management. Sustainability, 12(15), 6086. https://doi.org/10.3390/su12156086
Diener, E., Wirtz, D., Tov, W., Kim-Prieto, C., Choi, D. W., Oishi, S., and Biswas-Diener, R. (2010). New Well-Being Measures: Short Scales to Assess Flourishing and Positive and Negative Feelings. Social Indicators Research, 97(2), 143–156. https://doi.org/10.1007/s11205-009-9493-y
Dong, J.-J., Tan, Z.-D., Zhang, Y.-L., Sun, Y.-J., and Huang, Y.-K. (2025). Work from Home and Employee Well-Being: A Double-Edged Sword. BMC Psychology, 13, 748. https://doi.org/10.1186/s40359-025-02994-5
Eng, I., Tjernberg, M., and Champoux-Larsson, M.-F. (2024). Hybrid Workers Describe Aspects That Promote Effectiveness, Work Engagement, Work-Life Balance, and Health. Cogent Psychology, 11(1), 2362535. https://doi.org/10.1080/23311908.2024.2362535
Franken, E., Bentley, T., Shafaei, A., Farr-Wharton, B., Onnis, L.-A., and Omari, M. (2021). Forced Flexibility and Remote Working: Opportunities and Challenges in the New Normal. Journal of Management and Organization, 27, 1131–1149. https://doi.org/10.1017/jmo.2021.40
Hopkins, J., and Bardoel, A. (2023). The Future Is Hybrid: How Organisations Are Designing and Supporting Sustainable Hybrid Work Models in Post-Pandemic Australia. Sustainability, 15(4), 3086. https://doi.org/10.3390/su15043086
Huma. (2024). Return to Office: Understanding Employee’s Perceptions of Well-Being and the Influence on Employers and Policymakers in Driving Engagement [Unpublished master’s thesis].
Kossek, E. E., Perrigino, M. B., and Lautsch, B. A. (2022). Work-Life Flexibility Policies from a Boundary Control and Implementation Perspective: A Review and Research Framework. Journal of Management, 49(6), 2062–2108. https://doi.org/10.1177/01492063221140354
Loh, C. W., and Cheng, M. L. (2024). The Role of Flexible Work Arrangements in Enhancing Employee Well-Being and Productivity: A Study on SDG 8 Implementation in Tech Companies. Journal of Business and Social Sciences, 2024(18). https://doi.org/10.61453/jobss.v2024no18
Maake, P. A. (2023). Assessing the Impact of Hybrid-Work-Model on Employee Performance and Job Satisfaction in the Workplace: A Case of Department of Science and Innovation in Gauteng, South Africa [Unpublished master’s dissertation]. Management College of Southern Africa (MANCOSA).
Mateen, A. (2025). Employee Well-Being in Hybrid Work Environments: Balancing Productivity and Digital Burnout. Inverge Journals, 4(4). https://doi.org/10.63544/ijss.v4i4.180
Meyer, J. P., Bobocel, D. R., and Allen, N. J. (1991). Development of Organizational Commitment During the First Year of Employment: A Longitudinal Study of Pre- and Post-Entry Influences. Journal of Management, 17(4), 717–733. https://doi.org/10.1177/014920639101700406
Mohammed, A. (2025). Effect of Flexible Work Arrangements on Employee Retention: A Case Study of an Education Consulting Company in Qatar [Unpublished master’s thesis]. University of Doha for Science and Technology.
Mustajab, D. (2024). Exploring the Effectiveness of Remote and Hybrid Work Policies: A Literature Review on Workforce Management Practices. Jurnal Manajemen Bisnis, 11(2), 891–908. https://doi.org/10.33096/jmb.v11i2.798
Nagori, V., and Lawton, C. (2024). The Design of Hybrid Work for Improved Employee Engagement and Wellbeing: Perspectives for HRD Practice. The International Journal of HRD Practice, Policy and Research. https://doi.org/10.2478/ijhrd-2024-0010
National Institutes of Health. (2022). Future of Work and BSSR Considerations Report. Office of Behavioral and Social Sciences Research.
Nielsen, K., Nielsen, M. B., Ogbonnaya, C., Känsälä, M., Saari, E., and Isaksson, K. (2017). Workplace Resources to Improve Both Employee Well-Being and Performance: A Systematic Review and Meta-Analysis. Work and Stress, 31(2), 101–120. https://doi.org/10.1080/02678373.2017.1304463
Nunnally, J. (1994). Psychometric Theory.
Ohri, K., and Dutta, H. (2025). Values-Driven Employee Engagement: Integrating Workplace Spirituality, HR Practices and Organisational [PRISM]. International Journal of Management. https://doi.org/10.1177/01672533251377880
Putri, F. A. T. (2025). Hybrid Work and Its Impact on Employee Productivity and Well-Being in Technology Companies. Journal of Management Economic and Financial, 2(3), 106–115. https://doi.org/10.46799/jmef.v2i3.169
Ray, T. K., and Pana-Cryan, R. (2021). Work Flexibility and Work-Related Well-Being. International Journal of Environmental Research and Public Health, 18(6), 3254. https://doi.org/10.3390/ijerph18063254
Salem, N. H., Ishaq, M. I., Yaqoob, S., Raza, A., and Zia, H. (2023). Employee Engagement, Innovative Work Behaviour, and Employee Wellbeing: Do Workplace Spirituality and Individual Spirituality Matter? Business Ethics, the Environment and Responsibility, 32(2), 657–669. https://doi.org/10.1111/beer.12463
Singh, B., Kaunert, C., and Vig, K. (2024). Harmonizing Productivity of Employees via Work-Life Balance in Remote Working: Projecting Sound Sleep, Health, and Well-Being for Boosting Organizational Performance. In Reskilling the Workforce for Technological Advancement (162–178). IGI Global Scientific Publishing. https://doi.org/10.4018/979-8-3693-0612-3.ch008
Telu, S., and Kumar, S. (2025). Towards a Sustainable Future: A Comprehensive Review of Employee Well-Being in Hybrid Work Settings. Management and Sustainability: An Arab Review, 4(3), 407–430. https://doi.org/10.1108/MSAR-10-2024-0182
Yunus, S., Whitfield, K., and Sayed Mostafa, A. M. (2023). High-Performance HR Practices, Job Demands and Employee Well-Being: The Moderating Role of Managerial Support. Stress and Health, 39(5), 1106–1123. https://doi.org/10.1002/smi.3252
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Sonam Kumari, Dr. Harminder Kaur Gujral

This work is licensed under a Creative Commons Attribution 4.0 International License.
With the licence CC-BY, authors retain the copyright, allowing anyone to download, reuse, re-print, modify, distribute, and/or copy their contribution. The work must be properly attributed to its author.
It is not necessary to ask for further permission from the author or journal board.
This journal provides immediate open access to its content on the principle that making research freely available to the public supports a greater global exchange of knowledge.





















