Workplace Flexibility and Employee Engagement: the inter-connection

By affecting both behaviors and attitude of employees, workplace flexibility has the power in bringing up satisfaction level of employees who are enjoying the availability of flexible work arrangements. Flexible work arrangements are perceived as the stimulus of higher job quality and greater job satisfaction (Masuda, et al., 2012).

Workplace flexibility is being recognized as having positive influence and value on business outcomes such as key talent attraction, motivation and retention amid the current competitive labor markets. At individual level, workplace flexibility helps reducing over-demands on jobs since employees could work by their choices of when, where, how as their desire to meet required performance. It could also help to accelerate the achievements of goals through an ability to align work and non-work schedules. Workplace flexibility supports for personal growth by rational arrangement of work times as individualized schedules by which employees have more time to allocate into learning and development activities.

In relation with employee engagement, workplace flexibility (especially quantitative) is perceived to have a positive association. Given positive outcomes of the use and availability of workplace flexibility, employees are assumed to react more engaged since they perceive the caring and support from organizations to them by which the higher level of appreciation is gained leading to the increase in their appreciating work and companies (McNall, Masuda & Nicklin, 2010). 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 (Casper & Harris, 2008).

As Work-to-Family Enrichment Theory, workplace flexibility helps determining “the timing, pace and location” that meets all requirements of working and life (Greenhaus & Powell, 2006). It shows the concern of whether employees who have a better flexibility at work situations may have positive influences on performance of family-related duties and home roles (McNall, et al., 2010). In the acting links, perception on work-to-family enrichment could be considered as a mediator for workplace flexibility, its indicators and employee engagement (Marais, et al., 2014; McNall, et al., 2010; Tang, Siu & Cheung, 2014).

Written by April, T., – MD, Strategic Planning & Expansion of J.A. Experts
Enterprising Human capital Management by J.A. Experts
Ho Chi Minh City, Vietnam

Reference
Casper, W. J. and Harris, C. H. (2008). Work-life benefits and organizational attachment: self-interest utility and signaling theory models, Journal of Vocational Behavior, 72(1), 95-109 
Marais, E., De Klerk, M., Nel, J. A. and De Beer, L. (2014). The antecedents and outcomes of work-family enrichment amongst female workers, SA Journal of Industrial Psychology, 40(1), 1-14
Masuda, A. D., Poelmans, S. A., Allen, T. D., Spector, P. E., Lapierre, L. M., Cooper, C. L. and Lu, L. (2012). Flexible work arrangements availability and their relationship with work-to-family conflict, job satisfaction and turnover intentions: a comparison of three country clusters. Applied Psychology, 61(1), 1-29 
McNall, L. A., Masuda, A. D. and Nicklin, J. M. (2010). Flexible work arrangements, job satisfaction and turnover intentions: the mediating role of work-to-family enrichment The Journal of Psychology, 144(1), 61 – 81
Tang, S., Siu, S. and Cheung, F. (2014). A study of work-to-family enrichment among Chinese employees: the mediating role between work support and job satisfaction. Applied Psychology: An International Review, 63(1), 130-150