Employee happiness and productivity in remote and hybrid work models

Globalization, digitalization, and the restructuring of work relations in the post-pandemic era challenge the validity of traditional business models, leading to the widespread adoption of flexible work arrangements, particularly remote and hybrid models. These transformations reshape not only the physical settings of work but also redefined employees' levels of happiness, perceptions of productivity, and experiences of work–life balance. Nevertheless, debates persist regarding how concepts such as productivity and happiness evolve within remote and hybrid work models and under which organizational, physical, and psychosocial conditions they are strengthened or undermined. Against this background, the present study examines the impact of these work models on employee happiness and productivity within a multidimensional conceptual framework. The first part provides a comprehensive analysis of the historical and theoretical foundations of flexible, remote, and hybrid work arrangements, while the second part explores employee happiness and productivity through theoretical approaches, influencing factors, and a work–life balance perspective. The study aimed to meaningfully assess employee experiences across different work models, employing a qualitative research design in which data were collected through 31 open-ended questions. The study group consisted of 70 white-collar employees working in corporate enterprises located in 15 provinces of Türkiye that adopted either hybrid or fully remote work models. The main findings indicate that both remote and hybrid models generally have positive effects on employees' happiness and productivity perceptions. In particular, flexible working hours and spatial autonomy were found to improve work–life balance, reduce commuting stress, and enhance overall well-being. Conversely, blurred boundaries between work and personal life, social isolation, and constant availability pressures emerged as potential drawbacks of these models. Furthermore, the findings highlight that in hybrid work settings, managerial attitude, social support, and the quality of communication are critical determinants.