Abstract
This paper explores the effects of flexible working arrangements on employees and their managers in a service sector. Analyzing a case study of a global management consultancy, the study concerns the impact of flexible working arrangements on job satisfaction, commitment and performance as well as well-being. While it is generally accepted that flexible working arrangements have a positive impact on employees, there has been only limited theorizing and research explaining how and why such impact is generated and which contextual organizational factors might be significant in shaping the outcome. The study provides mixed evidence for benefits from flexible working arrangements where potential for increased employee performance, well-being and job satisfaction is offset by work intensification, blurred work/home boundaries, professional isolation and perceived organizational injustice. Practical implications of the study results have been intensified by accelerated organizational transition into flexible working arrangements caused by restrictions imposed as a result of Covid-19 pandemic.
Highlights
IntroductionFlexible working can give organizations a competitive advantage by attracting talent from diverse groups
The 21st century is witnessing increasing pressures on organizations to reduce costs, increase productivity, address environmental concerns and attract and retain talent
The findings are structured according to the overarching themes of job-related outcomes and health and well-being – directly addressing the research question
Summary
Flexible working can give organizations a competitive advantage by attracting talent from diverse groups. Millennials or Generation Y (born between 1981-1996) are estimated to be 75% of the global workforce by 2025 (Winograd and Hais, 2014) and expect greater flexibility and autonomy from their employers (Forbes Coaches Council, 2017; Morris, 2018). Regardless of generation, 80-90% of the US workforce say they would like to telework at least part-time (Global Workplace Analytics, 2017) and the average US worker would be willing to give up eight percent of their wages for the option to work from home (Mas and Pallais, 2017)
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