The Proximity Paradox: Unintended Consequences of Hybrid Work on Performance Equity and Managerial Bias

Abstract

The rapid global adoption of hybrid work models, accelerated by the COVID-19 pandemic, has introduced significant complexities regarding performance equity and managerial bias within organizations. This paper investigates "The Proximity Paradox: Unintended Consequences of Hybrid Work on Performance Equity and Managerial Bias," examining how varying levels of physical presence in hybrid arrangements contribute to differential treatment and outcomes for employees. Through a comprehensive and systematic literature review of studies published since 2020, key themes were identified regarding the manifestations of the proximity paradox, its impact on performance evaluation, the prevalence and effects of managerial bias, and the broader consequences for employee well-being and career progression. This paper concludes that while hybrid work offers benefits, addressing these unintended consequences through adapted performance frameworks, leadership training, and inclusive cultural practices is crucial to ensure equitable and thriving professional environments

Keywords: Hybrid Work, Managerial Bias, Proximity Paradox