Best of Both Worlds: The Benefits of Hybrid Work Compared With Remote and In‐Person Roles

ABSTRACT Divergent viewpoints have been shared regarding “return to office” mandates, which have aimed to reverse trends toward increased remote work. Employees affected by such recent mandates have generally reacted unfavorably, in many instances deciding to leave their organization, or in other instances withdrawing efforts. A recent trend that has been discussed as related to this issue is “quiet quitting”, which in part refers to withholding extra effort beyond satisfying minimum job requirements. Drawing from Self‐Determination Theory and Psychological Contract Theory, we investigated work arrangements that may foster different work outcomes, including behaviors associated with quiet quitting, such as neglect, reduced voice, and reduced citizenship behavior. Specifically, we examined differences in employee attitudes and behaviors as a function of three work modalities, including (1) fully in‐person, (2) fully remote, and (3) hybrid work. Results generally indicated more favorable outcomes for employees in a hybrid modality compared with in‐person or remote roles.