Making hybrid work for diverse staff in higher education

A behaviour change approach

Bibliographic Data

ID21592524
AuthorsLeslie Morrison Gutman (0000-0003-0567-7347, Department of Clinical, Educational and Health Psychology University College London London UK, corresponding author), Rachel Perowne (0000-0002-3318-7321, Department of Clinical, Educational and Health Psychology University College London London UK), Fatima Younas (0000-0001-6680-8780, Department of Clinical, Educational and Health Psychology University College London London UK), Eanna O’hanrachtaigh (University College London), Eanna O'Hanrachtaigh (0000-0002-8260-0768, Department of Clinical, Educational and Health Psychology University College London London UK)
Year2024
Volume78
Issue3
Pages784-806
Publication date2024-07-01
Open AccessYes
TypeARTICLE
VenueHigher Education Quarterly (JOURNAL)
Journal identifiersISSN: 0951-5224 • E-ISSN: 1468-2273
PublisherWiley (PUBLISHER • GB)
DOI10.1111/hequ.12487
OpenAlexW4389829164
LanguageEN
Citations received2
References cited20

Despite being considered the ‘new normal’ for many workers since the COVID‐19 pandemic, there is a dearth of applied research on hybrid working, especially in the context of inclusivity. This study uses the Behaviour Change Wheel to examine barriers, which hinder, and enablers, which help, to support hybrid working after the COVID‐19 pandemic and then identifies intervention strategies for its improvement. Data included 36 open‐ended questionnaires and 20 interviews from diverse (gender, sexual and ethnic identities; age; job role/grade scale; caregiving responsibilities and disability status) academic and professional staff at a large UK public research university, collected in May–July 2022. Barriers included the lack of technological skills, lack of clarity and application of the hybrid working policy, childcare and travel issues, no suitable space and equipment, managers' lack of understanding of specific needs, feeling lonely and isolated, and fears and uncertainty. Enablers included self‐management skills, purposeful office days, positive feelings, work/life balance, productivity and support from others. Issues related to equity and inclusivity were highlighted based on disability status, caregiving responsibilities, age and job role. Strategies are offered to improve hybrid working, such as training, organisational infrastructure and practices and policies to enable a collaborative, cooperative and inclusive hybrid work environment

CLARITY · Employability · Feeling · Medical education · Pedagogy · Political science · Public relations · Job Satisfaction and Organizational Behavior · Medicine · Psychology · Social Psychology · Work-Family Balance Challenges · Workplace Health and Well-being

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