Abstract
The purpose of this grounded theory study was to explore the employee engagement factors during the on-going COVID-19 pandemic using an emergent hybrid work process model. The aim of the study was to (a) develop a hybrid work process model focusing on the factors for employee engagement, (b) propose practical leadership practices for employee engagement in hybrid work programs, (c) inform future employee engagement research, and (d) add to the body of knowledge. The literature review focused on employee engagement factors for onsite face-to-face, virtual, and hybrid teams. There were multiple onsite face-to-face employee engagement factors. Virtual workplace employee engagement factors were (a) trust and collaboration, (b) onboarding, (c) virtual team engagement, and (d) technology impact on engagement. Hybrid work strategy was comprised of (a) company culture, (b) technology impacts on engagement, and (c) leadership practices. Data analysis of 18 interviews from a U.S. manufacturing services company produced six employee engagement factors: (a) training and learning, (b) workspace environment, (c) communication and collaboration technologies, (d) culture, (e) leadership, and (f) communications and messaging. A narrative, conceptual relationships, and process model were developed for the hybrid employee engagement factors. Solutions were developed for each employee engagement factor for implementation over six months. Current company measures and qualitative evaluation can assess the outcomes. Practical implications are (a) training and learning, (b) exploring hybrid employee engagement with role-based engagement measurement scales, and (c) individualized and flexible hybrid work programs. Keywords: employee engagement, hybrid, onsite, virtual, workplace