Jeevan Jyoti, Rinku Sanjeev, Ankita Gupta, Nataša Rupčić
Purpose In today's dynamic business environment, organizations must improve employee performance while promoting innovation and adaptability. This paper examines the relationship between hybrid human resource management (HRM) and employee performance, considering the mediating role of ambidextrous learning and the moderating effect of age. Design/methodology/approach Data were collected through an online cross-sectional survey of 136 employees and managers working in small and medium-sized enterprises (SMEs) in the IT and manufacturing sectors in India. Smart PLS 3 software (PLS-SEM) was used to test the hypothesized relationships. Findings The results reveal that ambidextrous learning partially mediates the relationship between hybrid HRM and employee performance. In addition, age moderates the relationship between hybrid HRM and ambidextrous learning, with stronger effects observed among younger employees. These findings underscore the importance of tailoring HR strategies to workforce demographics. Practical implications Organizations should implement a hybrid HRM system that drives performance, builds commitment, and encourages involvement to promote ambidextrous learning among employees. Managers should create learning opportunities that balance exploration and the development of new skills with exploitation and the refinement of existing knowledge. Originality/value This study contributes to the literature on human resource management and organizational effectiveness by examining ambidextrous learning and age to clarify the relationship between hybrid HRM and employee performance. It makes three key contributions: (1) conceptualizes hybrid HRM as a multidimensional construct that integrates performance, involvement, and commitment; (2) empirically establishes ambidextrous learning as a mediator in the relationship between hybrid HRM and performance; and (3) identifies age as a moderator influencing the effectiveness of hybrid HRM.