The hybrid work model has emerged as an important human resource management practice due to rapid technological advancement and changing workplace expectations. Although previous studies have reported positive outcomes of hybrid work arrangements, existing evidence has largely focused on private organizations and educational institutions, with limited empirical attention given to county governments in Kenya, particularly the County Government of Kakamega, where unique administrative and service delivery contexts exist. This study examined the effect of the hybrid work model on employee job performance in the County Government of Kakamega, Kenya. Guided by the Ability, Motivation and Opportunity (AMO) Theory, the study adopted a correlational research design. The target population comprised 242 employees, from which a sample of 151 respondents was selected using stratified random sampling. Data were collected using structured questionnaires. Content validity was established through expert review, while reliability was confirmed using a Cronbach’s alpha coefficient of 0.841 for the hybrid work model construct. Of the 151 questionnaires administered, 138 were returned and found suitable for analysis, representing a response rate of 91.4%. Data were analyzed using descriptive statistics and simple linear regression analysis with the aid of SPSS version 22. The findings revealed that the hybrid work model had a positive and statistically significant effect on employee job performance (β = .621, p < .001), explaining 38.5% of the variation in employee job performance (R² = .385). The study contributes to the human resource management literature by providing empirical evidence on the application of hybrid work arrangements within a devolved public sector setting in Kenya. The findings demonstrate the practical importance of strengthening technological infrastructure, communication systems, and managerial support mechanisms to enhance employee productivity and service deliv