Manager-employee relationships in the hybrid workplace: Line managers’ experiences of emerging challenges and responsibilities

In recent years, organizations across various industries and sectors have undergone transformative changes. Hybrid work - a working model in which employees divide their time between working in the office and a remote location, such as their home - has become increasingly prevalent and is often regarded as “the future of work” for many knowledge-based organizations. While hybrid work arrangements existed before, particularly in specific industries and job functions, the COVID-19 pandemic accelerated their adoption, emphasizing potential benefits such as increased flexibility, autonomy, efficiency, and improved work-life balance.

A majority of studies on hybrid work have primarily focused on employees, examining how its implementation affects individual well-being, performance, and team collaboration. In contrast, significantly less attention has been given to managers' experiences with hybrid work and how the manager-employee relationship evolves during this transition. In particular, the relationship between line managers and their employees remains largely overlooked, despite the critical role that line managers play in overseeing daily operations, shaping employees’ work experiences, and supporting their well-being, Given that line managers are directly responsible for managing employees on a day-to-day basis, giving voice to their experiences and challenges in hybrid work settings is essential for developing sustainable management practices.

This PhD study aims to enhance the understanding of how hybrid work influences the manageremployee relationship, with a particular focus on line managers and their evolving roles and responsibilities. To achieve this, the PhD thesis comprises three empirical papers, each with distinct research aims and questions, addressing different aspects of the manager-employee relationship in hybrid work settings. Two of the papers utilize a qualitative methodology, drawing on data collected through an exploratory qualitative case study conducted in Danish public administrations. This study followed twelve line managers and their teams over one year. During the data collection phase, 81 semi-structured interviews were conducted with line managers, 22 focus group interviews were held with their employees, and 33 interviews were conducted with Health and Safety Representatives and Trade Union Representatives. The third paper adopts a survey-based approach, analyzing quantitative data from a broader sample of 296 knowledge workers across various industries in Denmark.

Theoretically, this thesis contributes to discussions on the roles and responsibilities of line managers and their sensemaking processes during the transformation to hybrid work. Additionally, it provides novel insights into how social exchange relationships evolve in hybrid work settings through a longitudinal perspective. Furthermore, it contributes to the literature on the re-regulation of flexibility by emphasizing that the development of social exchanges is critical in shaping the evolution of hybrid work. This thesis also offers new insights into employees' perceptions of justice within the hybrid workplace.

Practically, this PhD thesis provides practical guidance for organizations and managers to strengthen manager-employee relationships in hybrid workplaces and support line managers in their evolving roles. These contributions include the development of organizational-level policies and guidelines for hybrid work, as well as training, support, and resources to assist managers in navigating hybrid work environments. The research also highlights the importance of communication transparency and employee involvement and emphasizes the need for organizations to actively address the individualization-socialization tension that arises in hybrid workplaces.