Making hybrid work: the role of organisational support in job performance

Purpose This study examines the impact of telework (TW) and flexible work (FW), two common hybrid arrangements, on job satisfaction (JS) and subsequently job performance (JP) in Nigerian higher education institutions (HEIs), while also exploring perceived organisational support (POS) as a moderator of the hybrid work–JS relationship. Design/methodology/approach Data were collected via a structured questionnaire from 277 staff members at Nigerian universities and analysed using quantitative techniques to test the hypothesised relationships. Findings Results show that FW has a significant positive effect on JS, whereas TW’s effect is negative but non-significant. JS significantly and positively influences JP. POS significantly moderates both hybrid work dimensions, buffering the negative effects of TW and revealing a more nuanced FW interaction. Originality/value This study extends the understanding of hybrid work in an emerging-economy context by distinguishing between TW and FW effects on JS and JP, while underscoring POS’s critical role in successful implementation. Findings offer actionable insights: institutions should formalise flexible scheduling policies and invest in supportive infrastructure to enhance satisfaction and performance in hybrid settings.