Hybrid Working Practices, Team Dynamics and Employee Performance in Public Universities, Kenya

Employee performance in public Universities in Kenya has been declining gradually because of a combination of factors. Following the COVID-19 pandemic this situation worsened given that most employees had to stay at home waiting for its eradication. However, most organizations were forced into a combination of remote and in-person work, in order to continue with day-to-day work. Therefore, the main objective of this study was to determine the effect of hybrid work practices on employee performance in public Universities in Kenya. The specific objectives were: to assess the effect of flexible work arrangements, communication tools and management policies on employee performance in public Universities in Kenya, and to examine the moderating effect of team dynamics on the relationship between hybrid work practices and employee performance in public universities in Kenya. The study was anchored on three theories: The Job Demands-Resource Model, Social Exchange Theory, and Conservation of Resource Theory. The study adopted a cross-sectional survey research design, with a target population of 26,630 employees working for 11 public Universities and their constituent colleges. A sample size of 384 respondents was drawn as determined by Krecjie and Morgan formulae. Sampling techniques comprised stratified sampling of the teaching and the non-teaching staff, followed by a proportionate allocation and finally, simple random sampling from each of the stratum. Data collection was done by use of self-administered questionnaire, which was piloted by 30 respondents from Alupe University. Both descriptive and inferential statistics were used to analyse the data collected. Descriptively, it was analysed in terms of means, standard deviations and percentages and the results presented in tables. Inferential statistic results were obtained by carrying out both correlation bivariate and regression analysis; linear and multiple, to test for the degree of association (correlations) between the variable pairs and their effect on employee performance. Hierarchical and step-wise regression analyses were carried out to test for the moderating effect of team dynamics on the relationship between hybrid work practices and employee performance. The study found that flexible work arrangements (R = 0.648, R² = 42.0%), communication tools (R = 0.725, R² = 52.6%) and management policies (R = 0.678, R² = 46.0%) each had a positive and significant effect on employee performance in Public Universities in Kenya. When combined as hybrid work practices, their joint influence was stronger (R = 0.863, R² = 74.5%) than individual contributions. Further, team dynamics positively moderated the relationship between hybrid work practices and employee performance, confirming its role in strengthening outcomes. It was expected that the findings were to form a basis for further research besides helping in policy formulations with the HR department in the public universities in Kenya. The study concluded that the implementation of hybrid work practices required advanced commination systems and well-structured flexible work policies, coupled with supportive management policies, and a strong team dynamic. Therefore, it was the recommendations of this study that public Universities continue to support the use of hybrid work practices to enhance employee performance.