| Abstract [eng] |
The master’s thesis “The Impact of Hybrid Work on Employee Well-Being in the Healthcare Sector” examines one of the most relevant contemporary forms of work organization, hybrid work, which became particularly widespread after the COVID-19 pandemic. In the healthcare sector, the application of hybrid work is especially relevant yet complex, as this sector requires both direct contact with patients and the performance of administrative, managerial, or analytical tasks. Employee well-being in healthcare organizations is critically important, as it is directly related to service quality, employee motivation, and organizational sustainability. Therefore, it is essential to examine how the hybrid work model affects different dimensions of employee well-being in the healthcare sector. The object of this research project is the impact of hybrid work on employee well-being in the healthcare sector. The aim of the project is to reveal the impact of hybrid work on the well-being of employees in the healthcare sector. The first part of the thesis presents a theoretical analysis of scientific literature, examining the concept of hybrid work, its typology, and application characteristics in organizations. It also analyses the concept of employee well-being and its main dimensions: emotional, psychological, physical, and organizational well-being. Previous empirical studies are reviewed to identify the links between hybrid work, employee well-being, and work organization specifics in the healthcare sector. The second part of the thesis presents the methodology of the empirical study. The study involved 399 employees working in the Lithuanian healthcare sector. Data were collected using a questionnaire survey and analysed with IBM SPSS Statistics and Microsoft Excel. The analysis applied descriptive statistics, the Mann–Whitney U test, the Kruskal–Wallis H test, and Spearman’s correlation analysis. Main results. The findings revealed that the hybrid work model has a multidirectional impact on employee well-being. One of the strongest positive relationships was identified with organizational well-being employees with greater autonomy and the ability to choose their workplace evaluated managerial support and the organizational environment more positively. Positive effects were also found for psychological and physical well-being, indicating that more flexible work organization promotes employee autonomy and better overall well-being. However, a paradoxical relationship was identified with emotional well-being: greater flexibility in hybrid work was negatively correlated with emotional well-being. This may be related to the blurring of work–life boundaries, increased self-organization demands, and a constant sense of availability. The analysis of demographic characteristics showed that male employees evaluated their well-being more positively in three out of four dimensions, while the largest differences by job position were observed in physical and organizational well-being assessments. The main conclusions indicate that the hybrid work model in the healthcare sector has a dual effect. It positively influences organizational, psychological, and physical well-being, while simultaneously posing risks to emotional health. To maximize the benefits of hybrid work, healthcare organizations should combine flexibility with clear working time boundaries, consistent communication, and targeted emotional well-being support measures. Recommended practices include working time regulation policies, emotional well-being prevention programs, and managerial training to recognize burnout symptoms. Properly managed hybrid work can serve as an effective tool for strengthening employee well-being; however, it requires a systemic approach and continuous attention to employees’ emotional health. |
