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Study on Perception of IT Employees Towards Hybrid Work Model

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 STUDY ON PERCEPTION OF IT EMPLOYEES TOWARDS HYBRID WORK MODEL

Dr.B.Thayumanavar, Associate Professor, Sree Saraswathi Thyagaraja College, Pollachi.

[email protected]
Dr.A.Arun, HoD, BBA , Sree Saraswathi Thyagaraja College, Pollachi.
[email protected]
ABSTRACT
The hybrid workplace is a concept on the lips of every industry trend in the world today. With
digitalization becoming more normalized across every sphere in the global village. Every workplace
needs to maximize and transcend obstacles and innovations to ease into the hybrid workplace. The
COVID-19 pandemic brought a wave for an increased need for a hybrid workplace. Although some
countries have relaxed the lockdown in their states, businesses are taking their time to set up a more
formidable work arrangement. Many are already operating the hybrid system while others are running
fully remote. The pandemic has taught the work a lesson of preparation and planning. Beyond that is
also the lesson of flexibility and adaptability in the workplace. In prioritizing the future of work, there
is the need to embrace the hybrid workplace model. Indeed, the future of work would likely be the
hybrid workplace model.

KEY WORDS: Hybrid, Employees, IT, Perception

INTRODUCTION
The word ‘Hybrid’ is not a novel one. It has seen diverse use over the years in different
representations. In more recent times, hybrid is used to describe a whole new feature of technology’s
infusion into human beings’ lifestyles. Granted, we are familiar with the way of life of where we are
from. Culture directly affects us because people make them. When a child is born, the person is
introduced to a way of life, and this pattern takes on different turns as such a child faces the diverse
phases of the life due to numerous influencing factors including the physiological requirements, socio-
ecological arrangements and developmental needs. These portray a variety of systems and lifestyles
with an interplay due to a very complex dependence and arrangements in socio-ecological nexus. There
is the family lifestyle, and there is the educational lifestyle; there also is the social lifestyle as there is
the lifestyle of work. Interestingly, each sphere has a system that governs it. For instance, education
has a system that is ascending in nature. It all begins from the foundational aspect before the
complexities and technicalities are gradually learned understandably. To simply put, the child grows
into it. Systems are important, and they make people, organizations, institutions, communities, and
nations governable.
All mention can only thrive when there is a system of operation in place. In the true sense,
nothing gets done in chaos. The disorder only adds to confuse things further. However, order or system
in this context should not be confused with rigidity. Order and flexibility can co-occur, more of which
will be properly explored in this study. Think of order as a procedural pattern that allows the different
arms of a social function the way it should. Just like the government is in charge of making policies
for running the state, the educational institutions for instilling thoughts and ideas for transforming
children and making them into responsible adults. Just as every sector has its system, the smaller
institutions under them have the specific systems they run. In essence, these smaller institutions serve
as the workplace for the people who constitute them. The truth is that there is no structure or system
without people. The organization cannot run a system on emptiness, the system is made for the people
and without the people, there is no use. Different workplaces work on different kinds of systems. Such
a system can revolve around where to work, what days of the week to work, the number of working
hours, who to report to, and those to be supervised. All of the peculiar dynamics to a particular
workflow decide what the dominant system is in that space.

REVIEW OF LITERATURE
Kanwar Muhammad Javed Iqbal, Farooq Khalid, Sergey Yevgenievich Barykin(2021)
says that the hybrid geographical point may be a idea on the lips of each industry trend within the
10 भारतीय शिक्षा िोध पशिका, वर्ष. 42, अंक 2(I), जुलाई-शिसंबर: 2023
world nowadays. With digitalization changing into additional normalized across each sphere within
the world village. each geographical point must maximize and transcend obstacles and innovations to
ease into the hybrid geographical point. The COVID-19pandemic brought a wave for associate degree
inflated would like for a hybrid geographical point. though some countries have relaxed the
imprisonment in their states, businesses are taking their time to line up a additional formidable work
arrangement. several are already operational the hybrid system whereas others are running totally
remote. The pandemic has tutored the work a lesson of preparation and designing. on the far side that's
additionally the lesson of flexibility and adaptableness within the geographical point. In prioritizing
the long run of labor, there's the necessity to embrace the hybrid geographical point model. Indeed, the
long run of labor would possible be the hybrid geographical point model.
Patrícia Vasconcelos, Elizabeth Furtado, Plácido Pinheiro(2015) says that The thought of
telework is said to the accomplishment of distance work with the support of technology. It needs
associate degree execution model of labor activity in programme of flexible Work distance (FW), staff
and rules for conducting this execution. This analysis was applied to an company that established an
FW project. For analysis of the alternatives of FW models we have a tendency to apply 2 ways of
Verbal decision Analysis (VDA). the primary technique was accustomed classify the standards and
therefore the second to ordain them with the target of realize a ranking of the alternatives in step with
the preferences of concerned.
Prithwiraj (Raj) Choudhury, Tarun Khanna, Christos A. Makridis, Kyle
Schirmann(2022) tells that Hybrid work is rising as a unique kind of organizing work globally. This
paper reports causative proof on however the extent of hybrid work—the variety of days worked from
home relative to days worked from the office—affects work outcomes. Collaborating with a company
in Asian nation, we tend to randomised the quantity of days that individual staff worked from the
workplace for 9 weeks within the summer of 2020. Our leads todicate that associate intermediate
variety of days within the workplace results in a lot of emails sent, the next variety of email recipients,
and augmented novelty of labor merchandise. Our check for underlying mechanisms suggests that
hybrid work may represent the “best of each worlds,” providing staff bigger work-life balance, while
not the priority of being isolated from colleagues.
Monika Grzegorczyk, Mario Mariniello, Laura Nurski and Tom Schraepen (2021) tells
that With the roll-out of COVID-19 vaccines, countries square measure commencing to imagine a
future in which workers’ and employers’ decisions don't seem to be conditioned by the pandemic. The
crisis hit everyone onerous however additionally generated a chance. it's shown that employees with
appropriate jobs will with efficiency work remotely, with no negative implications for his or her
productivity or performance. Telework could even unlock new operating processes with the final word
impact of increasing productivity.

IMPORTANCE OF THE STUDY

1. Timely Topic
With the global pandemic, many organizations have adopted hybrid work model and it is
essential to understand how IT employees perceive this model as it can impact employee morale and
organizational success.

2. Employee Satisfaction
IT employees are critical for the success of organizations. Understanding their perception on
the hybrid work model can help organizations to identify areas that need improvement, and tailor
policies and procedures to support the work-life balance and job satisfaction of IT employees.

3. Productivity
Hybrid work models can impact productivity in different ways. By understanding IT
employees' perception of the hybrid work model, organizations can identify any challenges and
opportunities that impact productivity.

Bharatiya Shiksha Shodh Patrika, Vol. 42, Issue 2(I), July – December: 2023 11
4. Recruitment and Retention
In the highly competitive IT job market, it is essential to attract and retain top talent. A hybrid
work model can be a critical factor in an employee's decision to stay or leave an organization. By
understanding IT employees' perception of the hybrid work model, organizations can tailor their
recruitment and retention strategies.
5. Organizational Culture
Hybrid work models can impact an organization's culture, communication, and collaboration.
By understanding IT employees' perception of the hybrid work model, organizations can foster a
positive work culture that supports employee engagement, teamwork, and innovation.

RESEARCH METHODOLOGY
Research Design:
Descriptive method was used in this research.
Population:
The population of this research study is only IT Employees in Coimbatore.
Sample Design:
In this research study contain the Non-probability sampling technique is used.
Sampling Technique:
Purposive sampling technique is adopted for collecting the data
Statistical Tools Applied for Data Analysis:
• The simple percentage analysis
• Independent sample t-test
• ANOVA table

OBJECTIVES OF THE STUDY

1. To identify the likelihood of working style of IT employees
2. To study the Team building ability among IT employees
3. To analyze IT employees productivity in Hybrid Working model

LIMITATIONS OF THE STUDY

• The findings of the study may not be generalizable to all IT employees due to the specific context,
sample size, and sampling method used in the study.
• The study may be subject to self-report bias, as participants may provide socially desirable
responses or may not accurately recall their experiences.
• The response rate may be low, leading to potential selection bias and reduced generalizability of
the findings.
• The study may be conducted at a specific time when the work environment is changing, leading to
differences in responses and difficulty in comparing results with other studies.
• The interpretation of the data collected may be limited by the subjective nature of qualitative data
analysis or by the limitations of the statistical methods used to analyze quantitative data

12 भारतीय शिक्षा िोध पशिका, वर्ष. 42, अंक 2(I), जुलाई-शिसंबर: 2023
 • ANALYISIS AND INTERPRETATION
• Table no.: 1

Interpretation:
• Out of the respondents, 120 (77%) are male and the remaining 36 (23%) are female.
• It is noted that 24(15%) are married and the remaining 132(85%) are unmarried.
• It is observed that 48(31%) are from diploma background, followed by UG 69(44%) and PG
39(25%).
• It is observed that 132 (85%) of the respondents are in the age group of 21 to 25 years. 18 (11%)
respondents are in the age group of 26 to 30 years and 6 (4%) respondents are in the age group of
31 to 35 years. It is observed that most of the respondents are in the age group of 20 to 25 years.
• Out of the respondents 69 (44%) are belong to Rural and the remaining 87 (56%) belong to urban
category.

Bharatiya Shiksha Shodh Patrika, Vol. 42, Issue 2(I), July – December: 2023 13
 • ANOVA Perception based on Age Group
• Table no.: 2
•
Age Group Numbers Mean S.D F-Value P-value
132
21-25 22.1818 6.71084
18
26-30 23.6667 6.73883 2.894 0.058
6
31-35 28.5000 0.54772

• H0: There is no significance difference between age group and perception of IT employees on
hybrid work model
• Interpretation:
• Since, the P value (0.058) is greater than 0.05, the null hypothesis is accepted at 5% level of
Significance. Hence, it is concluded that, here is no significant difference between age group and
perception of IT employees on hybrid work model
• ANOVA Perception based on Education
• Table no.: 3
Education Numbers Mean S.D F-Value P-value
Diploma 48 21.5625 6.07368
UG 69 21.5652 6.28602 5.933 0.003
PG 39 25.6923 7.26619

• H0: There is no significance different between education and perception of IT employees on

hybrid work model
• Interpretation:
• The P value is less than 0.05; we reject the null hypothesis at 5% level of significance. Hence,
we conclude that there is a relationship between the education and perception of IT employees on
hybrid work model.
• Independent T-Test Perception is based on Gender Category
• Table no.: 4
Gender Numbers Mean S.D F-Value P-value
Male 120 22.3000 6.64287
0.006 0.939
Female 36 23.5833 6.82171

• H0: There is no significant difference between gender and perception of IT employees on hybrid
work model
• Interpretation:
• Since, the P value (0.939) is greater than 0.05, the null hypothesis is accepted at 5% level of
Significance. Hence, it is concluded that, there is no significant difference between gender and
perception of IT employees on hybrid work model.
• Independent T-Test Perception is based on Marital Status
• Table no.: 5
Gender Numbers Mean S.D F-Value P-value
Married 24 24.6250 6.04197 1.540 0.217
Unmarried 132 22.2273 6.75028
•
• H0: There is no significant different between marital status and perception of IT employees on
14 भारतीय शिक्षा िोध पशिका, वर्ष. 42, अंक 2(I), जुलाई-शिसंबर: 2023
 hybrid work model
• Interpretation:
• Since, the P value (0.217) is greater than 0.05, the null hypothesis is accepted at 5% level of
Significance. Hence, it is concluded that, there is no significant difference between marital status
and perception of IT employees on hybrid work model
• Independent T-Test Perception is based on Location
• Table no.: 6
Location Numbers Mean S.D F-Value P-value
Rural 69 21.9130 7.07260 .086 0.770
Urban 87 23.1379 6.34873
• H0: There is no significant difference between location and perception of IT employees on hybrid
work model
• Interpretation:
• Since, the P value (0.770) is greater than 0.05, the null hypothesis is accepted at 5% level of
Significance. Hence, it is concluded that, there is no significant difference between location and
perception of IT employees on hybrid work model

FINDINGS OF THE STUDY

The majority of respondents (77%) are men. The majority of respondents (85%) are single. The
majority of responders (44%) lack a bachelor's degree. Most(85%) of the respondents are between the
ages of 21 and 25 years. Majority of responders (56%) live in cities. Age groups do not significantly
differ in how IT personnel are seen in relation to the hybrid work model. Education levels have no
significant difference in how IT workers see the hybrid work arrangement. Gender and the perspective
of IT employees in a hybrid workplace do not differ much. There is no significant difference in how
IT employees perceive the hybrid work paradigm based on their marital status. Location and IT
personnel' perceptions are the same regardless of the hybrid work arrangement.

CONCLUSION
IT staff members might see it favourably if there is clear communication, defined polices, and
the right technology in place. They might like the autonomy and flexibility that remote work offers,
which can increase productivity and work-life balance. Additionally, they might cherish the chance to
collaborate and forge closer bonds with their co-workers through in-person gatherings and activities.
Employee preferences, Work-life Balance, Productivity, Well-being and effective Management
Practices all play critical roles. As the workforce continues to evolve, further research is expected to
provide deeper insights into the long-term impact of the hybrid work model on IT employees and the
IT industry as a whole.

REFERENCES
1. S. Chowdhury (2021). What Do Workers Want? Work from Home, a Hybrid Model, or an Office.
2. Deloitte. (2021). Equality, inclusion, and connection in a remote workforce: The HybridWork
Model.
3. Gartner. (2021). Employee productivity and collaboration will increase under the hybridwork
model, but new skills and tools will be needed.
4. PwC. (2021). The future of the workplace: from remote to hybrid.
5. Microsoft. (2021). Hybrid Work Is the Next Big Disruption—Are We Prepared?
6. HBR: "What Workers Are Saying About the Future of Remote Work," by Barbara Z.Larson and
Prithwiraj (Raj) Choudhury.
7. By Aaron De Smet, Swati Lohiya, and Angelika Reich, "What Executives are SayingAbout the
Future of Hybrid Work" for McKinsey.

Bharatiya Shiksha Shodh Patrika, Vol. 42, Issue 2(I), July – December: 2023 15

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