<p>Hybrid working has emerged as an important organizational work arrangement in the contemporary workplace, combining office-based and remote working to provide employees with greater flexibility in determining where and, within organizational boundaries, how work is performed. Although hybrid working may provide employees with greater autonomy, improved work-life balance and reduced commuting demands, its effectiveness depends on communication, digital collaboration, organizational support, leadership practices and employee involvement. The present study examines the relationship between hybrid working, employee engagement and organizational commitment among employees working under hybrid arrangements. For analytical demonstration, a simulated dataset of 200 respondents was prepared using a structured questionnaire and a five-point Likert scale. The study examines hybrid work flexibility, work autonomy, work-life balance, digital collaboration, organizational support, communication quality and leadership support as explanatory factors, while employee engagement and organizational commitment represent key outcome constructs. Descriptive statistics, Pearson correlation and multiple regression analysis were applied to the simulated dataset. The illustrative results indicate positive associations between the major hybrid-working dimensions and employee engagement, while employee engagement shows a positive association with organizational commitment. The regression model explains a substantial proportion of the simulated variation in organizational commitment. These numerical findings are not presented as evidence from real respondents and should not be interpreted as actual field findings. The study nevertheless provides a complete analytical framework for examining how flexibility, autonomy, work-life balance, digital collaboration, organizational support and leadership may relate to employee outcomes in hybrid workplaces.</p>