Abstract
PurposeThe aim of this study is to provide a useful conceptualization of flexible working times and to examine the relationships between flexible working times and employees' well‐being and peer ratings of performance. It is supposed that an employee's “time‐autonomy” would be positively related to performance and well‐being. On the contrary, an unfavorable effect of “time restriction” on well‐being is expected.Design/methodology/approachA questionnaire‐study was conducted among 167 German employees from 17 different organizations. Information about in‐role and extra‐role performance was also obtained via peer evaluations.FindingsThe data support a two‐factor structure of flexibility. The time restriction factor adds to the degree of exhaustion and the work‐nonwork conflict, while time autonomy diminishes these outcome variables. However, the flexibility dimensions are unrelated to performance.Originality/valueThe multidimensional conceptualization of flexibility allows for the detection of advantages and drawbacks regarding the effectiveness of flexible working time models.
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