The Impact of Hybrid Work Models on Employee Engagement and Well-being in the Indian IT Sector: A Mixed-Methods Investigation

The COVID-19 pandemic catalyzed an irreversible transformation in organizational work structures, with hybrid models emerging as the predominant paradigm in knowledge-intensive sectors. This study examines the impact of hybrid work arrangements on employee engagement and psychological well-being within the Indian IT sector, a context characterized by collectivist cultural values and traditionally hierarchical management structures. Employing a sequential mixed-methods design, we collected quantitative data from 312 employees across five major Indian IT firms and qualitative data through semi-structured interviews with 15 HR managers. Multiple regression analysis revealed that work-life integration (β = .41, p < .01) and autonomy (β = .32, p < .01) significantly predicted psychological well-being, while work-life integration (β = .35, p < .01) and autonomy (β = .28, p < .01) positively influenced employee engagement. Notably, declining social connectedness emerged as a significant predictor of reduced well-being (β = .25, p < .01). Qualitative findings identified critical organizational challenges including proximity bias, assimilation difficulties for new hires, erosion of informal organizational culture, and digital presenteeism. Grounded in the Job Demands-Resources model, we propose a strategic HR framework emphasizing Intentional Connectivity, Output-Based Performance Management, and Holistic Well-being Support. This research contributes to the growing body of literature on flexible work arrangements by providing context-specific insights for non-Western, collectivist cultures and offers actionable recommendations for HR practitioners navigating the post-pandemic organizational landscape.