Still in play, but out of sight? Recognition and fairness in hybrid work
基于对一家跨国公司16名经理的访谈和37名员工的焦点小组，研究混合工作中可见性、贡献和认可的社会与结构动态，发现可见性实践可能成为新的工作需求，加剧不平等。
Hybrid forms of work have become commonplace in many organizations, but bring new challenges when it comes to how presence, contribution and recognition are interpreted and managed. This study, based on interviews with 16 managers and focus groups with 37 employees in a multinational company, examines the social and structural dynamics that shape the experience of hybrid work. Employees often reported feeling disconnected or undervalued, especially when their contributions were not visible. Managers, in turn, reported difficulty assessing engagement and outcomes when they were not regularly face-to-face. In many cases, visibility of results was replaced as the most important signal of engagement, leading to compensatory measures such as frequent updates or extended availability. Using the Job Demands–Resources model and signaling theory, we show how these visibility practices can paradoxically act as new work demands, increasing pressure, reinforcing existing inequalities, especially when support systems are applied inconsistently. The findings point to the need for more coordinated HR policies that clarify expectations, promote inclusion and align recognition with actual contribution- regardless of the work settings.