하이브리드형 근무제도는 어떤 과정을 통해 구성원의 혁신행동에 영향을 미치는가?: 심리적 웰빙과 조직변화 수용성의 이중매개효과를 중심으로

This study aims to investigate how hybrid work systems influence employees' innovative behavior from the perspective of Affective Events Theory(AET). To achieve this, the research examines the relationship between hybrid work systems and psychological well-being. Additionally, it empirically tests the mediating effects of employees' psychological well-being and acceptance of organizational change on the relationship between hybrid work systems and innovative behavior. The study is grounded in Attribution Theory of HR Practices, Conservation of Resources Theory, Self-Efficacy Theory, and Goal-Setting Theory. Ultimately, the research verifies the structural relationships demonstrating that hybrid work systems enhance employees' psychological well-being and strengthen their acceptance of organizational change, thereby positively influencing innovative behavior. Data were collected through a survey of employees and HR managers from domestic companies with over 50 employees. A total of 274 responses from employees and 40 responses from HR managers were used for analysis. The results indicate that hybrid work systems have a significant positive effect on psychological well-being. Psychological well-being and acceptance of organizational change were found to mediate the relationship between hybrid work systems and innovative behavior significantly. Furthermore, the findings reveal that hybrid work systems, as an affective event, elicit positive emotional responses that improve employees' psychological well-being. These emotional reactions, in turn, shape job attitudes that enhance acceptance of organizational change, ultimately leading to innovative behavior, confirming a double mediation effect. Through these findings, this study explores key factors enabling employees to become drivers of organizational innovation under hybrid work systems. It also provides practical implications for future human resource management strategies.