Abstract
Orientation: The coronavirus disease 2019 (COVID-19) pandemic and the resulting lockdowns have significantly impacted the work environment, increasing remote and hybrid work practices. This shift has posed challenges for managers and employees as they adapt to new working methods, impacting employee performance management in hybrid settings. Research purpose: The study explored how managers have adapted their performance management methods in remote and hybrid work environments. It also sought to understand remote employees' experiences with performance management practices. Motivation for the study: There is limited research on evaluating employee performance in hybrid work environments. This research identified this gap and explored how managers can best support employees' performance while working remotely. Research approach/design and method: The study used an interpretivist and qualitative approaches. A purposive sampling technique selected 18 participants, and data were collected through semi-structured interviews following a phenomenology research strategy. Main findings: Key themes included continuous performance communication, team deliverable meetings, the importance of face-to-face engagements, clarity on performance expectations, trust, and well-being. Managers and employees used one-on-one and team sessions to track deliverables, discuss work challenges, and communicate performance expectations. Clearly defined performance expectations are crucial in hybrid and remote settings. Practical/managerial implications: The study highlighted the effects of hybrid work on interpersonal relationships and emphasised the need for managers to adapt performance management practices to ensure consistent standards for all employees, regardless of location. Contribution/value-add: The findings can inform the development of performance management guidelines tailored to remote and hybrid work, helping managers enhance their effectiveness and create positive employee experiences.