Hybrid Work Models and Employee Productivity in Multinational Companies in Nairobi City County, Kenya
DOI:
https://doi.org/10.47941/hrlj.3857Keywords:
Hybrid Work Models, Office-First Hybrid, Remote-First Hybrid, Employee Productivity, Multinational CompaniesAbstract
Purpose: The general objective of this study is to determine the influence of hybrid work models on employee productivity in multinational companies in Nairobi City County, Kenya. Specifically, the study sought to determine the influence of office-first hybrid on employee productivity in multinational companies in Nairobi City County, Kenya and to establish the influence of remote-first hybrid on employee productivity in multinational companies in Nairobi City County, Kenya. This study was guided by Social Exchange Theory and Self-Determination Theory.
Methodology: This study used a descriptive research design. According to Kenya Investment Authority (KenInvest) (2023) there are 226 registered multinational corporations in KenyaThe Yamane formula was adopted to calculate the study sample size. Therefore, the study sample size was 144 respondents. This research used a questionnaire to collect primary data. The pilot study was carried out on 14 respondents. Descriptive statistics such as frequency distribution, mean (measure of dispersion), standard deviation, and percentages were used. Inferential data analysis was conducted by use of Pearson correlation coefficient, and multiple regression analysis. The relationship between the study variables was tested using multivariate regression models.
Findings: The study found that office-first hybrid has a positive and significant influence on employee productivity in multinational companies in Nairobi City County, Kenya. In addition, the study found that remote-first hybrid has a positive and significant influence on employee productivity in multinational companies in Nairobi City County, Kenya.
Unique Contribution to Theory, Practice and Policy: Based on the findings, the study recommends that multinational companies in Kenya should adopt a structured office-first hybrid model that clearly designates specific in-office days for collaboration-intensive tasks while allowing remote work for individual, focus-driven activities. This approach leverages the strengths of both environments—face-to-face interaction enhances coordination and decision-making, while remote work reduces interruptions and supports deep work.
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