The hybrid work model, which integrates remote and in-office work, has emerged as a sustainable organizational strategy. While it provides flexibility and enhances work-life balance, it also introduces challenges related to perceived unfairness, potentially impacting employee well-being, performance, and satisfaction. This study explores the moderating role of thriving at work—defined by vitality and continuous learning—in mitigating the adverse effects of perceived unfairness within hybrid work environments.
A quantitative, cross-sectional study was conducted using survey data collected from 347 employees working in hybrid settings across various industries. Stratified random sampling ensured diversity within the sample. The study employed a two-stage data analysis approach. In the first stage, measurement model validation was conducted using Warp PLS-8. In the second stage, direct, mediating, moderating, and moderated mediating effects were tested using Model 7 in Process Macros.
The results indicate that hybrid work environments amplify perceptions of unfairness, leading to a decline in employee performance. However, thriving at work plays a significant moderating role, as employees with higher levels of vitality and learning demonstrate better performance despite perceived inequities. These findings underscore the importance of fostering thriving within organizations to mitigate the negative consequences of perceived unfairness in hybrid work models.
This study contributes to the existing literature on hybrid work by highlighting the role of thriving at work in sustaining employee performance amidst perceived unfairness. It provides managerial and policy implications by emphasizing the need for organizations to cultivate supportive work cultures, offer continuous learning opportunities, and address disparities between remote and in-office employees. By prioritizing equity and employee development, organizations can enhance productivity and satisfaction, ensuring the long-term success of hybrid work models
