The evolution of work in the post-pandemic era has intensified the adoption of hybrid work models, particularly within public sector institutions striving to balance operational continuity with workforce flexibility. This conceptual paper investigates the relationship between hybrid work adoption and employee performance within selected Nigerian Federal Ministries, Departments, and Agencies (MDAs). Anchored in the Job Demands–Resources (JD-R) model, the study explores how components of hybrid work—namely flexible scheduling, ICT infrastructure, virtual supervision, and work-life balance—influence employee outcomes, particularly task performance and organizational citizenship behaviour (OCB). It further proposes ICT competence as a moderating factor that conditions the effectiveness of hybrid systems. Drawing on recent literature and theoretical insights, the paper develops a conceptual framework that reflects the unique dynamics of Nigeria’s public service, where infrastructure limitations, hierarchical cultures, and uneven digital capacity often hinder the success of work reforms. The review reveals that while hybrid work has the potential to enhance performance and adaptability, its impact is significantly influenced by employee preparedness, supervisory clarity, and institutional investment in technology. The study contributes to public administration theory by aligning modern work practices with performance frameworks and highlighting the critical role of individual digital competence in determining organizational success. The paper concludes with a call for empirical validation of the proposed model using tools such as Structural Equation Modelling (SEM), and offers policy implications for HR reform, digital training, and supervisory restructuring in the public sector. It provides a foundation for strategic transformation toward a more flexible and digitally responsive civil service in Nigeria.
Usman et al. (Thu,) studied this question.