Work engagement and employee well-being in hybrid IT workplace: effects of employee voice, innovative work behavior, and co-worker support

Purpose Drawing on Social Exchange Theory and the Job Demands–Resources (JD-R) model, this study examines how work engagement influences employee well-being in a hybrid IT workplace, with employee voice and innovative work behavior as sequential mediators and co-worker support as a moderator. Design/methodology/approach This quantitative study was conducted among 522 IT professionals employed in a hybrid workplace. Data were collected using standardized self-report questionnaires via purposive sampling. The measurement model was validated using IBM Statistical Package for the Social Sciences (SPSS) Analysis of Moment Structures (AMOS) 24.0, and Hayes’ PROCESS macro (Models 6 and 84) was used to test serial and moderated mediation effects. Findings The results indicate that work engagement has a significant positive effect on employee well-being. Employee voice behavior and innovative work behavior significantly mediate this relationship, both independently and sequentially. Additionally, co-worker support was found to strengthen these relationships, with higher levels of support enhancing the indirect and serial effects. Originality/value This study contributes to the literature by developing and empirically testing an integrated framework explaining how work engagement translates into employee well-being through proactive behaviors in hybrid work environments. It highlights the importance of co-worker support in strengthening these mechanisms and provides practical insights for organizations seeking to foster employee well-being, voice, and innovation in a digitally mediated workplace.