Article
Impact of Hybrid Work Practices on Employee Productivity, Work–Life Balance and Organisational Commitment: An Empirical Study of Employees in Indian IT Companies
The expansion of hybrid work has changed how information technology (IT) organisations coordinate tasks, manage performance and sustain employee relationships. Although hybrid arrangements may provide greater flexibility, their outcomes depend on how work is designed, communicated and supported. This paper develops an empirical framework to examine the relationship between hybrid work practices and three employee outcomes: productivity, work–life balance and organisational commitment, with work–life balance positioned as a potential explanatory mechanism and supervisor support considered as a contextual condition. Drawing on the Job Demands–Resources (JD–R) perspective and work–family boundary theory, the paper conceptualises hybrid work practices through schedule flexibility, location autonomy, digital collaboration and coordination clarity. The proposed study is designed for employees of private-sector IT companies in India and recommends a structured questionnaire followed by covariance-based or partial least squares structural equation modelling, depending on the final measurement and prediction objectives. The paper synthesises relevant empirical and review evidence and identifies a research opportunity in examining these outcomes together in the Indian IT context. As primary data have not been collected for this manuscript, hypotheses are proposed rather than statistically tested; therefore, no empirical findings or causal claims are reported. The paper concludes with a research design and managerial implications that can be evaluated in a subsequent field study.