Exploring Employee Profiles’ Adaptation to a Return-to-Office Policy: An eADR Study in Higher Education Administrative Departments

Author

• Laura Cecilia Ferraz, University of South Florida

Graduation Year

2025

Document Type

Dissertation

Degree

D.B.A.

Degree Granting Department

Business Administration

Major Professor

Robert Hammond, D.B.A.

Co-Major Professor

Jean Kabongo, Ph.D.

Committee Member

Grandon Gill, D.B.A

Committee Member

Alan Hevner, Ph.D.

Committee Member

Sunil Mithas, Ph.D.

Keywords

Return-to-Office, Manager Support, Organizational Change

Abstract

Flexible work arrangements (FWAs) became a central feature of the post-pandemic workplace, offering autonomy and balance. In higher education administrative departments, hybrid models were widely adopted; however, managers struggled with accountability, equity, and effective communication. At the University of South Florida (USF), a mid-study return-to-office mandate required all employees to resume full-time on-site work, creating an opportunity to examine how employees adapted to the loss of flexibility and whether previously developed employee profiles remained relevant.

This qualitative study employed the Elaborated Action Design Research (eADR) methodology to investigate the experiences of employees and managers across three diagnostic phases. Cycle 1, conducted under hybrid conditions, identified 8 themes, which were synthesized into 3 persona profiles: the Focuser, the Collaborator, and the Balancer. Cycle 2 gathered managerial perspectives, validating and refining the personas while highlighting systemic inconsistencies and the need for training resources. Cycle 3 revisited the original employees to explore their adaptation strategies after the return-to-office policy.

The findings showed that while many employees maintained their original profiles, several shifted toward the Collaborator role, emphasizing connection, fairness, and a sense of belonging. This shift reflected how organizational change could amplify the importance of interpersonal dynamics and shared accountability. The study integrates the Job Demands–Resources model, Organizational Support Theory, and Systems Theory to explain these patterns. It demonstrated the value of persona-based artifacts in tracking adaptation over time. This research offers a practical perspective on navigating workplace transitions.

Scholar Commons Citation

Ferraz, Laura Cecilia, "Exploring Employee Profiles’ Adaptation to a Return-to-Office Policy: An eADR Study in Higher Education Administrative Departments" (2025). USF Tampa Graduate Theses and Dissertations.
https://digitalcommons.usf.edu/etd/11283