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

Abstract

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. 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. 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. 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.