PERFORMANCE IN TRANSITION: A COMPARATIVE STUDY OF ON-SITE, REMOTE, AND HYBRID WORK IN IT ORGANIZATIONS

The future of work within IT organizations is increasingly defined by flexibility, digital collaboration, and employee-centered workplace design. While on-site work remains important for collaboration and organizational culture, remote work provides autonomy and flexibility. Hybrid work models offer the most balanced and sustainable approach to employee performance. Organizations that successfully align workplace flexibility with strategic objectives, leadership effectiveness, and employee well-being are more likely to achieve long-term competitiveness and organizational resilience. The study concludes that workplace effectiveness is determined by a combination of organizational culture, leadership practices, technological readiness, and employee support systems. Hybrid work emerges as the most adaptable model because it accommodates diverse employee preferences while preserving opportunities for collaboration and innovation. However, successful implementation requires thoughtful planning, clear communication, and continuous evaluation.

Allen, T. D., Golden, T. D., & Shockley, K. M. (2015). How effective is telecommuting? Psychological Science in the Public Interest, 16(2), 40–68. Bailey, D. E., & Kurland, N. B. (2002). A review of telework research: Findings, new directions, and lessons for the study of modern work. Journal of Organizational Behavior, 23(4), 383–400. Bloom, N., Liang, J., Roberts, J., & Ying, Z. J. (2015). Does working from home work? Evidence from a Chinese experiment. The Quarterly Journal of Economics, 130(1), 165–218. Choudhury, P., Foroughi, C., & Larson, B. Z. (2020). Work-from-anywhere: The productivity effects of geographic flexibility. Strategic Management Journal, 42(4), 655–683. Davenport, T. H., & Pearlson, K. (1998). Two cheers for the virtual office. Sloan Management Review, 39(4), 51–65. Donnelly, R., & Johns, J. (2021). Recontextualising remote working and its HRM in the digital economy. Human Resource Management Journal, 31(1), 84–98. Eurofound. (2020). Living, working and COVID-19. Publications Office of the European Union. Gajendran, R. S., & Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524–1541. Gartner. (2022). Hybrid work trends and future workplace strategies. Gartner Research. Golden, T. D. (2006). Avoiding depletion in virtual work: Telework and the intervening impact of work exhaustion on commitment and turnover intentions. Journal of Vocational Behavior, 69(1), 176–187. Herzberg, F. (1968). One more time: How do you motivate employees? Harvard Business Review, 46(1), 53–62.