Hybrid work and HRM practice in a global south context: a job demands-resources perspective

Purpose This study explores how hybrid work is implemented and experienced in a Global South (GS) context, with a focus on Mauritius, a small island developing state (SIDS) where remote work was virtually non-existent before the COVID-19 pandemic. It investigates how hybrid arrangements reshape job demands, resources and employee outcomes. Design/methodology/approach Drawing on the job demands-resources (JD-R) model and a practice-oriented lens on Human Resource Management (HRM), the study examines hybrid work through two focus groups comprising professionals from 14 organisations across IT, finance, education and creative industries. Thematic analysis was used to identify key patterns in the data. Findings Four interrelated themes emerged: technological enablers of performance, autonomy and flexibility, tensions in virtual collaboration and inequalities in hybrid work. The findings reveal how job resources such as autonomy, digital infrastructure and supportive leadership buffer demands such as technostress, role ambiguity and over-monitoring. Human resource (HR) professionals play a key role in mediating these dynamics through both formal and informal practices. Research limitations/implications The study has limitations due to the focus on professionals in Mauritius, a SIDS, which limits the generalisability of its findings to other GS contexts with varying technological and cultural landscapes. The qualitative design, relying on a limited number of focus groups, further restricts the breadth and empirical generalisability of the insights. Additionally, the reliance on self-reported data, particularly from managerial-level participants, introduces a potential for social desirability bias. Finally, the exclusive theoretical grounding in the JD-R model may have inadvertently constrained the emergence of other relevant constructs beyond its framework. Practical implications The study offers actionable insights for HR practitioners and organisational leaders designing hybrid work systems in digitally uneven environments. Emphasis is placed on the need to address equity in access, enhance virtual collaboration and support employee autonomy through tailored HRM practices. Social implications The findings highlight that hybrid work exacerbates social inequalities and strains. HR must address the uneven distribution of job demands and resources across demographic lines. Older employees often struggle with digital tools, while younger staff face heightened monitoring and blurred work-life boundaries. The loss of informal connections and spontaneous interactions also risks social isolation and reduces organisational cohesion. Inclusive HRM practices are essential to mitigate these socio-technical divides and ensure sustainable transformation. Originality/value This study extends the JD-R model to an under-researched GS setting and contributes to understanding how hybrid work evolves in contexts lacking a pre-existing culture of remote working, adding depth to theory and informing inclusive practice. A conceptual model is proposed to illustrate how hybrid work experiences are shaped by the interaction between structural enablers, job characteristics and HRM practices.