Flexible working practices and job-related anxiety: Examining the roles of trust in management and job autonomy

Suhaer Yunus,Ahmed Mohammed Sayed Mostafa

doi:10.1177/0143831x21995259

Suhaer Yunus, Ahmed Mohammed Sayed Mostafa

Open Access

https://doi.org/10.1177/0143831x21995259

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Abstract

Although flexible working practices (FWPs) have been associated with positive individual outcomes, less is known about ‘how’ and ‘why’ such associations occur. Drawing on Conservation of Resources theory, this study examines the mediating and moderating processes which underpin the relationship between FWPs and job-related anxiety. The study’s hypotheses, proposing a moderated mediation model, are tested using data from Britain’s Workplace Employment Relations Survey (WERS) 2011. The results of generalised multilevel structural equation modelling (GMSEM) reveal that FWPs increase trust in management (TIM), which, in turn, decreases job-related anxiety. Furthermore, job autonomy moderates both the positive relationship between FWPs and TIM and the indirect relationship between FWPs and job anxiety through TIM, such that the mediated relationship becomes stronger when perceived autonomy is high. Our study encourages focusing on FWPs, as these stimulate perceptions of resource gain spiral, and the integrated influence of resources accumulated through such positive gain spirals promotes well-being.

Highlights

Due to profound changes in the workforce composition (Beauregard and Henry, 2009; Clark, 2001), commonly ascribed to the influx of women and single parents, dual-earner couples, student workers and employees with caring responsibilities into the workforce, balancing the work–family interface has evolved as a significant and complex issue in the contemporary work environment (Baltes et al, 2009; Kossek and Michel, 2011)
trust in management (TIM) was positively related to autonomy (r = 0.30, p < 0.01), and both TIM and autonomy were negatively related to anxiety (r = −0.37, p < 0.01 and r = −0.16, p < 0.01, respectively)
Drawing on Hobfoll’s Conservation of Resources (COR) theory’s postulate of resource gain spirals, which suggests that resources progressively accumulate and strengthen perceptions of further resources, the study found that the provision of flexible working practices (FWPs) – a pertinent organisational resource – positively induced employees’ perceptions of TIM – another salient job resource – which in turn reduced job anxiety

Summary

Introduction

Due to profound changes in the workforce composition (Beauregard and Henry, 2009; Clark, 2001), commonly ascribed to the influx of women and single parents, dual-earner couples, student workers and employees with caring responsibilities into the workforce, balancing the work–family interface has evolved as a significant and complex issue in the contemporary work environment (Baltes et al, 2009; Kossek and Michel, 2011). Researchers have been ardently studying the influence of organisational family support interventions and their role in mitigating competing work–nonwork demands for individuals These interventions have gradually extended to include both arrangements for child- and elderly-care, and provisions such as paid/unpaid leaves of absence for family or personal purposes (Estes and Michael, 2005; Wood et al, 2018). Researchers advocating a critical perspective or ‘dark side’ of flexible working suggest that the effects of such practices, albeit well intended, tend to be quite marginal (Allen, 2001) and, largely, detrimental for employees (Chung, 2017; Taskin and Edwards, 2007). The mainstream view persists that since FWPs decrease the conflict between work and nonwork demands, such practices relate to lower turnover and sickness absence (Hughes and Bozionelos, 2007), greater organisational commitment, lower intentions to quit (Grover and Crooker, 1995) and improved employee well-being (ter Hoeven and Van Zoonen, 2015; Wang et al, 2011)

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