The Perceptions of Managers and Non-managers on Hybrid work in Zimbabwe

Abstract

Extant literature has widely examined employee perceptions of hybrid work across global contexts. Despite increasing interest in hybrid work arrangements in Zimbabwe, empirical research on this topic remains limited. A notable gap persists regarding how managers and non-managers conceptualise and experience hybrid work within Zimbabwean organisations, and the determinants shaping these perceptions remain insufficiently theorised. Addressing this gap is essential for developing a nuanced understanding of how organisational actors at different hierarchical levels respond to hybrid work practices. This study employed a quantitative research design; it used an online survey with a structured questionnaire distributed via an electronic link. Participants were selected through stratified random sampling from a diverse range of organisations, including transport, local government, mining, telecommunications, tourism, financial services, training, and education, all drawn from members of the Zimbabwe Institute of Management (ZIM). Findings reveal that both managers and non-managers express confidence in hybrid work and support its continuation. Respondents who experience autonomy, demonstrate competence, and maintain meaningful connections with colleagues report higher job satisfaction, productivity, communication, and collaboration. These results underline the importance of basic psychological needs, as outlined in self-determination theory, in shaping positive hybrid work experiences. The findings further suggest that organisations aiming to enhance hybrid work outcomes should implement strategies that promote employee autonomy, competence, and relatedness. Strengthening communication and collaboration mechanisms is also crucial for reinforcing connectedness and creating opportunities for competence development within hybrid environments. The study contributes to the emerging discourse on hybrid work in Zimbabwe by showing that managerial and non-managerial perceptions are influenced by the extent to which basic psychological needs are met. It provides empirical evidence that autonomy, competence, and relatedness are key antecedents to job satisfaction, productivity, collaboration, and communication in hybrid work settings.