GIBRID ISH SHAROITIDA MEHNAT SAMARADORLIGINI TA’MINLASHNING BOSHQARUV MEXANIZMI

In contemporary employment relations, the hybrid work model is becoming an important form of organizing knowledge-intensive and digitally enabled work. However, the adoption of a hybrid work arrangement does not automatically ensure higher labour performance. Its effectiveness depends on the suitability of work tasks for remote execution, the balance between employee autonomy and accountability, results-oriented management, effective communication, and mechanisms of team coordination. The aim of this article is to identify the managerial factors that support labour performance in hybrid work settings and, on this basis, to develop scientific and practical proposals for improving the mechanism of employee management. In addition to a comparative analysis of international academic literature and statistical data, the study uses the results of a survey conducted among 112 employees working in various organizations in Uzbekistan. The findings show that 48.2% of respondents believe that hybrid work may have a positive effect on labour performance, while reduced communication and problems related to control and coordination were identified by respondents as organizational barriers. Based on the study, a conceptual management mechanism is proposed that incorporates an assessment of the suitability of work tasks for hybrid work, differentiated work arrangements, results-oriented management, a balance between autonomy and accountability, and mechanisms of communication and coordination. The proposed approach is aimed at assessing the feasibility of organizing hybrid work on the basis of the nature of work tasks and expected outcomes rather than the employee’s job title alone. The survey findings are interpreted within the limits of the sample, and the effectiveness of the proposed mechanism requires further empirical testing.

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