Hybrid Work Models and Employee Productivity: Evidence from Indian Corporates Post-Pandemic
Author : Dr. Rajkumar Nagarwal, Dr. Mahesh Chand Meena and Dr. Saroj Kumar
Abstract :
This paper examines the evolving role of hybrid work models in large Indian corporates post-pandemic, moving beyond the binary debate of “good or bad” to focus on conditions under which hybrid arrangements enhance or erode productivity. Drawing on international telework and knowledge-work research, the study contextualizes hybrid work in India’s IT/ITeS, BFSI, consulting, and corporate sectors. It identifies both positive channels such as reduced commuting time, task–location fit, stabilized routines, and broader talent access and negative channels, including diminished informal learning, intensified work–family conflict, home-environment constraints, and coordination failures. The analysis highlights design levers for Indian firms: role-based task segmentation, integrated digital infrastructure, outcome-focused performance management, supportive HR practices, boundary management, and equity-sensitive policies. The findings underscore that hybrid work is not a cost-saving shortcut but a deliberate work design choice requiring managerial capability, social support, and wellbeing safeguards. The paper concludes with implications for Indian management and calls for India-specific research on capability development, innovation, gender disparities, and cultural influences in hybrid contexts.
Keywords :
Hybrid Work Models, Employee productivity, Indian Corporates, Work–family conflict, Digital Infrastructure, Managerial Capability.
