Balancing Autonomy and Accountability: Rethinking Performance Management in Hybrid Work

Calvin Mabaso^*

• University of Johannesburg College of Business and Economics, Johannesburg, South Africa

Purpose – This study explores how managers and professional employees in the South African banking sector perceive the balance between autonomy and accountability in hybrid and remote work environments. While global research has examined flexibility and engagement, limited attention has been given to how communication, trust, and digital monitoring shape performance management in distributed South African contexts. Design/methodology/approach – A qualitative, phenomenological research design was employed to capture lived experiences of remote and hybrid work. Semi-structured interviews were conducted with twenty-one participants, including managers and professional employees, using purposive sampling. Data were analysed inductively through reflexive thematic analysis to identify patterns of communication, trust, monitoring, and organisational support influencing individual and organisational performance. Findings – Participants valued flexibility, autonomy, and improved work–life balance as key enablers of engagement and productivity. However, they also reported challenges such as isolation, blurred boundaries, and technostress. Managers emphasised the need for structured feedback, digital equity, and trust-based performance monitoring to sustain accountability. The findings reveal that adaptive performance management anchored in trust, communication, and equitable access to resources enhances both employee well-being and organisational effectiveness in distributed work environments. Research limitations/implications – The study's qualitative focus and single-institution context constrain generalisability. Future research could employ longitudinal or mixed-method approaches across industries to examine how performance management practices evolve within hybrid and remote work models. Originality/value – This research contributes to the limited body of qualitative evidence on performance management in hybrid and remote contexts within developing economies. By integrating Social Exchange Theory and the Job Demands–Resources model, it advances understanding of how reciprocity, trust, and resource equity sustain engagement and productivity in digitally mediated work environments.