By affecting both behaviors and attitudes of employees, workplace flexibility [workflex] has the power in promoting job satisfaction among employees who are enjoying the availability of flexible work arrangements. Flexible work arrangements are stimuli of higher job quality and greater job satisfaction.
Workflex has a positive influence and value on business outcomes such as key talent attraction, motivation, and retention amid the current competitive labor markets. At an individual level, workflex helps employees reduce over-demands on jobs since they could work by their choices of when, where, how to perform to meet required results. It could also help them accelerate the achievements of goals through an ability to align work and non-work schedules. Workflex supports personal growth by a rational arrangement of work times as individualized schedules by which employees have more time to allocate to learning and development activities.
In relation to employee engagement, workflex is one of the motivators. Given positive outcomes of its use, employees are supposed to react more engagedly since they perceive the caring and support from organizations to them. Such, a higher level of appreciation is achieved, leading to an increase in their appreciating work and companies. Referring Signaling Theory and Social Exchange Theory, this is the win-win situation between employers and employees as the connection of ‘give and take’ perceptions.
As Work-to-Family Enrichment Theory, workflex helps determine “the timing, pace and location” that meets all requirements of working and life. It shows the concern of whether employees who have better flexibility in work situations may have positive influences on the performance of family-related duties and home roles. In the acting links, the perception of career wellbeing or work-to-family enrichment deems as a mediator for workflex, its indicators, and employee engagement.
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