The hidden costs of hybrid working: how daily work locations shape extra-role behaviours
通过对112名英国混合办公员工的每日日记研究，发现远程办公日员工在帮助和创造性等角色外行为上显著减少，而核心任务表现不变，揭示了混合办公的隐性成本。
Hybrid working has become the “new normal”, yet its consequences for employees’ day-to-day work behaviours remain insufficiently understood. Drawing on social psychological theories, and the emerging literature on hybrid working, we examined how working remotely (versus on-site) affects employees’ engagement in both in-role behaviours (such as task performance and withdrawal behaviour) and extra-role behaviours (such as helping and creative behaviour). We conducted a daily diary study among 112 hybrid workers in the U.K., capturing within-person variations in work locations and work behaviours across multiple days. As expected, our findings revealed that employees engaged less in extra-role behaviours on days working remotely (versus on-site), while in-role behaviours remained stable across work locations. We further showed that these reductions in helping behaviours were explained by employees feeling less engaged and less identified with their team on remote-working days, and that decreases in creative behaviour were accounted for by lower team identification alone. Contrary to our predictions, we found no evidence that identity leadership mitigated these effects. Our findings highlight the hidden costs of hybrid working for employees’ extra-role contributions, even when core job performance is unaffected. We discuss implications for the design of hybrid working to sustain positive work behaviours.