Purpose – This study explores the impact of hybrid work models (HWMs) on employee engagement (EE) and organizational agility (OA), focusing on how these work arrangements influence engagement and agility within the IT sector.

Design/methodology/approach – Data was collected from 600 employees working in IT companies, and the relationships between HWMs, EE, and OA were analyzed using Structural Equation Modeling (SEM). This approach provided a robust assessment of the hypothesized pathways linking hybrid work arrangements to employee and organizational outcomes.

Findings – The results indicate that HWMs significantly enhance EE by fostering greater flexibility, autonomy, and work-life balance, which contribute to higher motivation and commitment. HWMs also positively influence OA, enabling organizations to adapt swiftly to changes, drive innovation, and facilitate agile decision-making. The statistical model exhibited strong fit indices, supporting the hypothesized relationships.

Practical implications – The findings highlight the value of adopting HWMs as a strategic tool to boost employee engagement and organizational agility. Managers are encouraged to implement flexible work arrangements that provide autonomy, improve work-life balance, and foster a culture of innovation and responsiveness to market dynamics.

Originality/value – This study adds to the growing literature on HWMs by providing empirical evidence of their dual impact on EE and OA, offering practical insights into optimizing hybrid work practices for improved organizational performance within the IT sector