A

Project
On

“Workplace Flexibility And Its Impact On Employees And

Organizational Performance”

Of

Bachelors 0f Business Administration

From
Symbiosis Centre For Management Studies, Pune

Batch Of 2021 – 2024

Submitted By
Aashutosh Rauniyar 2290

Submitted to
Dr. Yogita Gupta

Subject: Research Methodology

0|Page
 EXECUTIVE SUMMARY

The purpose of this study is to understand how workplace flexibility can impact the
organization and employee performance. A lot of research has already been done in this field,
however we have selected this specific topic as it intrigues us that how just by implementing a
little flexibility in a workplace, a business can boost its employees morale which will
eventually lead to better performance. We have used primary and secondary research to
gather information on the different perceptions towards Workplace flexibility and how it
effects every employee.

For our primary research we conducted a survey on employees in working in India. While for
our secondary research, we read several articles, research papers, etc.

1
 TABLE OF CONTENTS

S No. Topic Page No.

1 Chapter 1 – Introduction to Area of Study: 8

2 Chapter 2 – Research Objectives 9

3 Chapter 3 – Literature Review 10

4 Chapter 4 – Literature Gap 16

5 Chapter 5 – Research Question 16

Chapter 6 – Research Methodology:

a. Type of Research
b. Nature of Research
6 c. Type of Analysis 17
d. Research Plan for Data Collection
• Primary Data
• Secondary Data

7 Chapter 7 – Data Analysis and Interpretation 20

Chapter 8 – Discussion and Findings:

a. Most effective Flexibility Methods
b. Impact on employee performance
c. Impact on organization performance
8 29
d. Relationship between motivation
e. Work-life balance & Mental health
f. Work-Family Balance
g. Job Satisfaction

9 Chapter 9 – Conclusion and Suggestions 39

10 Chapter 10 – Limitations 41

11 References 42

2
 LIST OF FIGURES
Fig No. Figure Description

Figure. 7.1 Depicts the division of responses on the basis of age

Figure. 7.2 Depicts the division of responses on the basis of gender

Figure. 7.3 Depicts the division of responses on the basis of work experience

Figure. 7.4 Depicts the division of responses on the basis of sector

Figure. 7.5 Depicts the division of responses on the basis of current position

Figure. 7.6 Depicts the division of responses based on outside work responsibilities

Figure. 7.7 Depicts the division of responses based on viewpoint

Figure. 7.8 Depicts the division of responses based on satisfaction

Figure. 7.9 Depicts the division of responses on the basis of mental health

Figure. 7.10 Depicts the division of responses based on improvement

Figure. 7.11 Depicts the division of responses based on effectiveness

Figure. 7.12 Depicts the division of responses based on viewpoint

Figure. 7.13 Depicts the division of responses based on perception

Figure. 7.14 Depicts the division of responses based on perception

Figure. 7.15 Depicts the division of responses based on performance

Figure. 7.16 Depicts the division of responses based on motivation

Figure. 8.4.1 Depicts The Motivation Process Model

3
Introduction to the area of study

Trends from around the world in relation to changing workplace and personnel suggest that
the effective implementation of workplace flexibility to support occupational health needs is
critical to organizational performance. Specifically, effective use means that employees feel
that their workplace health needs are supported by the principles of initiating work flexibility
and that employers see that organizational goals are achieved through these processes and
policies. National survey suggests that almost all worker demographic agencies file growing
issues in handling employee and lifestyle duties, creating a crucial necessity for organizations
to use flexibility in the workplace to give employees power to control where they work, when
and for how long. policy support for access to and implementation of flexible policies and
workplace practices can lead to greater gender equality, less stress for life and social welfare.

This resulted in some organizations becoming increasingly flexible in terms of time, and
scheduling different methods of work arrangements to accomplish two goals - not only
focusing on changing work conditions such as working license objectives, but also re-creating
work to better adapt to changing employees to promote gender equality. Given to employers
for reasons of work and working life, flexible arrangements such as flexitime, telework,
reduced load, and pressured working weeks, are the responsibilities of tools for hiring,
retaining and promoting talent. and supporting home-based management. Adaptation in the
workplace not only helps companies to adapt to changing staffing conditions, but also updates
staff expectations and work processes to better meet the needs of people working with 24-7
growing customer needs.

Adapting to changing markets and the global integration of work applications requires
additional work hours throughout the day, from day till late night. These business practices
make pilability in the workplace a key economic factor to support working life, gender
equality and economic growth.

4
 Research Objectives

• To find out how workplace flexibility (W.F) impacts employee performance

• To find out how W.F impacts organization performance
• To find out what methods or W.F arrangements can organizations implement for the most
effective results?
• To understand the connection between W.F and mental health of employees

5
 Literature Review
SNo. Author Title Methodology used Findings

1. Angel Martinez sanchez, Teleworking A total of 479 Teleworking and

Manuela perezperez, pilar and workplace small and workplace
de luiscarnicer, mariajose flexibility: a medium-sized flexibility are
vela jimenez study of impact firms were polled examined.
on firm in this study.
performance.

2. BiswaBhusan, A k Sar An examination Both primary and The role of

of the concept secondary data are flexible working
of workplace used. patterns in
flexibility and boosting
how it impacts employee
employee and engagement and
organizational commitment to
performance: a organizations
retail industry was examined in
study in India. this study.

3. E.B.J, norkorie, chinedu, Flexible A library research The main

austineegoleifeyinwastell working and secondary purpose of this
a arrangements data are involved study article is to
and in it. examine the
organizational many types and
performance general concepts
of flexible
working
arrangements, as
well as their
impact on
employee
performance.
4. de Menezes, L. M., Flexible Different survey Flexible working
&kelliher working and data were arrangements
performance: A collected from (FWAs) and
systematic EBSCO, performance-
review of the ProQuest, Psych related outcomes
evidence for a INFO etc. are linked in this
business case. article.

5. Binal Shah, AlešGregar Workplace A research The primary goal

flexibility to interviews were of this research is

6
 improve conducted on to develop
organizational aging employees. workplace
performance. flexibility
solutions  and
increase their
organization's
competitiveness
(productivity and
financial
performance), as
well as the
performance of
aging personnel.
6. Origo f & L pagani Flexibility in A Eurobarometer In this research
the workplace survey was done. paper, functional
and job flexibility was
satisfaction: found to have a
data from positive
Europe. relationship with
job satisfaction.

7. L govender, S migiro, A primary survey The primary goal

Kyule A.K Flexible work was done. of this study at
arrangements, Eskom's shared
services
job satisfaction department, the
goal was to see if
and
there was a link
performance. between flexible
work
arrangements,
performance, and
job satisfaction in
Durban
Westville.
8. SussannaShagvaliyeva, Y Impact of A secondary data Findings in this
Rashad flexible was used. research was
working hours flexible working
on work-life and worklife
balance balance was
done.

9. K Ernst, E Kalliath, P Achieving Primary and In this paper, The

Kalliath employee secondary data are expert
wellbeing in a used. commentary
changing work summarizes
environment: major discoveries

7
 An expert in current area of
commentary on research and
current award. informing people
about what we
know.
10. Eleftheriosgiovanis The relationship The strategy is The goal of this
between based on study is to show
flexible determinants of that flexible work
employment flexible job arrangements and
arrangements categories and the workplace
and workplace ordinary least performance
performance in squares (OLS) have a strong and
United method. favorable link.
Kingdom.
11. Xuhong Su, Li xueyang, Understanding A case study was The findings
Eendra done. reveal that
workplace strategic effort
flexibility in and agency
state offices: motives have a
greater impact on
What facilitates
employee
employee approach to
Access? workplace
flexibility than
structure.
12. Kelly, E. L., Moen, P., Changing A research was The workplace
Tranby, E. Workplaces to conducted on effort enhances
Reduce Work- organization. the work-family
Family relationship
Conflict: giving employees
Schedule more choice over
Control in a their schedules.
White-Collar
Organization.

13. Steven P vallas A neo Despite some

Rethinking institutionalist and support for the
“flexible post-Fordist
post-fordism: accumulation” approach, there
The meaning of models was used. are significant
anomalies (such
workplace as the growing
influence of
flexibility. "mental" labor
Sociological over manual
labor) that post-
Theory. Fordism appears

8
 unable to explain.
Despite its many
support, post-
Fordist theory
offers a critically
flawed view of
workplace
development in
the United States.
14. G ellen, S Kelly & W Workplace Nationals In this research,
Tyler Flexibility: assessment of the it shows that
from Research changing there is more
to Action. workforce, 1992, flexibility can
2002, and 2008 make work
editions, Families “work” for a
and Work rising number of
Institute. businesses,
employees,
families, and
society,
according to
preliminary
statistics.
15. Hill, E.J., Grzywacz, J.G., Defining and Primary data Research on
Allen, S., Blanchard, Conceptualizing findings and specific
V.L., Matz-Costa, C., Workplace analysis flexibility
Shulkin, S., & Pitt- Flexibility. policies is
Catsouphes, important, and
the studies in this
special issue
contribute to a
knowledge base
that will better
inform employers
in choosing
options that
optimize both
employee
outcomes and
business needs.
In this research,
it is found that
there is major
issue contribute
to a knowledge
foundation that
will advise
employers in

9
 selecting
solutions that
maximize both
employee and
corporate wants.
16. Adriana Work Primary data The research
AnaMariaDavidescu ,Sim Flexibility, Job analysis (sampling paper has studied
ona- Satisfaction, method), sample the relationship
AndreeaApostuAndreea and Job of 1oo employees. between
Paul and IonutCasuneanu Performance employee
among performance and
Romanian worktime and
Employees— space flexibility.
Implications for
Sustainable
Human
Resource
Management.
17. C P Marcie, C M workplace Secondary data The findings of
Christina, & B Elyssa flexibility: analysis(Randstad, this research
Findingsfrom 2008) article are based
the Age & on data from the
Generations Generations and
Study Ages Study and
concern job
flexibility.
18. SHRM Workplace Secondary data The survey's goal
Flexibility in analysis was to find out:
the 21st 1) how common
Century. and what types of
flexible work
arrangements
(FWAs)
employers offer;
2) how many
employees use
FWAs; 3) how
many employers
collect
metrics/analytics
on FWAs; 4)
successful FWAs
and success
factors; 5) the
impact of FWAs
on both
employees and
employers; and

10
 6) the challenges
associated with
FWAs.
19. ErkutAltindag, Effects of Employees from In this research
FundaSiller Flexible diverse sectors paper, it was
Working across Turkey found that the
Method on were surveyed, study was done
Employee and 200 people to know flexible
Performance: took part in the working
An Empirical poll. techniques on
Study in employee
Turkey. performance.

20. W B Philip, B J Mark, Workplace The data for this The association
B A Babatunde & P I flexibility study came from between
Alina practices and The 2004 workplace
corporate Workplace flexibility
performance: Employee practices (WFPs)
evidence from Relations Survey and company
the British was conducted on success is
private sector. a national scale. investigated in
this paper.

11
 Literature Gap
There has already been thorough research on workplace flexibility and its impact on employee
and organizational performance. However, after reading several research papers and articles
and understanding the various methods and effects of workplace flexibility, we have
identified the following research gaps:
1. Study in context to Employees in India.
2. Less information shared about work-family balance, and methods
Organizations/Companies can implement for employees that have family .i.e. family
plans, family benefits, etc

Research Question
Our research is going to answer the following questions:

i. What do Employees think about implementing workplace flexibility?

ii. What is the actual effectiveness of implementing workplace flexibility?

iii. How does this affect work-life balance and the mental health of employees?

12
 Research Methodology
For this research various articles, journals, books, magazines, were referred to for obtaining
the secondary data about the work flexibility. But along with this to understand the
employee’s viewpoint regarding the workplace flexibility, a sampling survey was conducted
among the people through google forms.

The detailed discussion on the methodology adopted and questions are as forward.

6(a) Type of Research – Descriptive

Descriptive research has been used by us to study the effect of workplace flexibility on
employees. It entails the collection of data that will produce an account or description of
individuals, groups, or circumstances, since its objective is to observe, describe, and
document.

6(b) Nature of Research – Quantitative

The research study is quantitative in nature, statistical, mathematical, and computer

approaches are used to conduct a systematic empirical investigation of observable events..

6(c) Type of Analysis – Statistical

We have used statistical tools to analyse the data. We have used histograms and pie charts to
analyse the data. We have used mathematical tools of mean and median to come to a result.

13
6(d) Research Plan for Data Collection

• Primary Data: We have collected the data from the different age groups
like employees as well as from the college students also to know their perspective as well.
We have collected data from over 45 employees.

i. Survey method –Respondents were approached with structured

questionnaires and were asked to provide information for the structured
questions through self-reporting.
ii. Type of questions –The questions asked were limited, probing, formalized,
standard and structured. 
iii. The questionnaire was as follows:

1. Which age group do you belong to?

2. Gender
3. What is your work experience?
4. Which sector do you work in?
5. What title most accurately represents your current position or role?
6. What are the other responsibilities you have outside of your work life?
7. Which elements of workplace flexibility appeal to you most?
8. Are you satisfied with the current flexibility level at your workplace? 
9. According to you does Workplace flexibility drive better mental health?
10. As the workplace scenario has shifted online, do you think that flexibility has
increased?
11. If it has, then do you think your work has become more effective? Do you have
better work-life balance?
12. Is working from home distracting you from completing your tasks?
13. Answer the following statements based on what is the most suitable for effective
employee and organization performance. 

14
 14. “When a company implements workplace flexibility it benefits from improved
efficiency due to the overall positive morale and results in better employee &
organizational performance” Do you agree with this statement?
15. As the workplace scenario has shifted online how has it affected your
performance in regards to workplace flexibility. 

The entire research was carried out on a target population to study the perceptions of the
employees working at different levels of management. The study site was at different
employees of different organizations. The target demographic comprises of 45 employees
who will be responsible for workplace flexibility, shared services, and productivity. The total
number of participants for the study is 45, and they represent all levels of the organization's
personnel.

• Secondary Data:is data gathered by a third source. Data is already

available and ready to be analysed. For example, magazines, newspapers, books, journals,
newsletters and reports, etc.

Here, the data set is bifurcated as the secondary and primary, both constituting in the final
implications of the report. In this case the data is reused, forming it as primary data for the
initial study and secondary data for the later study.
In our project, we use a variety of mediums to collect secondary data. We gathered secondary
data from news articles, reports, newsletters, google scholar and other sources.

15
Data Analysis and Interpretation

The following graphical representations are for the raw data that was received for the
questionnaire. The representation is for the 45 responses received and has been divided on the
basis of the options given.

Fig 7.1

• Based on the responses the age group of most of the respondents fall between 20 –
25(53.3%)
• 28.9% of our respondents belong to the age group of 26 -30
• 13.3% of our respondents belong to the age of 31 - 40
• And the rest 4.4% falls under 41 – 50 and above 50.

Thus most of our respondents are at entry level jobs (interns etc.)

16
 Fig 7.2
Based on this chart we can conclude that 51.1% of our respondents are male and 48.9 % of
our respondents are female.

Fig 7.3

• Based on this chart most of our respondents are graduates having work experience of1-5
years
• 17.8% of our respondents fall under 6-10 years of experience
• 6.7% of our respondents fall under 15-20 years of experience
• 4.4% of our respondents have a job experience of more than 20 years.

17
 Fig 7.4

Out of all the sectors most of our respondents are from services sector(37.8%)
• 24.4% of our respondents are from manufacturing sector
• 28.9% of our respondents are from retail sector
• Rest 8.9% comprises of Agriculture And Construction sector

Fig 7.5

• As we could mostly reach out to interns we have 55.6% of our respondents as

interns(entry level)
• 35.6% of our respondents are individual contributors(specialist,generalist)
• Rest 8.8% of our respondents are managers, directors, vice president and CEO.

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 Fig 7.6

According to our survey we got to know

1. 53.3% of our respondents attend university/college
2. 44.4 % of our respondents provide care for their family
3. 24.4% of our respondents contribute to household chores
4. 6.7% are single parent
5. 2.2% of our respondents take care of their pet.

Fig 7.7

1. 33.3% of our respondents have chosen flexible work timings as an element of

workplace flexibility that appeals to them

19
 2. 22.8% of our respondents have chosen work from home as an element of workplace
flexibility that appeals to them
3. 14% of our respondents have chosen compressed work week as an element of
workplace flexibility that appeals to them
4. 12.3% of our respondents have chosen job sharing as an element of workplace
flexibility used in their organisation
5. 10.5% our respondents have chosen telecommuting as an element of workplace
flexibility that appeals to them
6. 7% our respondents have chosen part time working as an element of workplace
flexibility that appeals to them.

Fig 7.8

The purpose of this question was to understand whether employees are actually happy with
the current level of flexibility at their workplace and the results tell us that most of the
respondents are satisfied with the current flexibility at their respective workplaces.

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 Fig 7.9

• 86.7% of our respondents have agreed.

• Rest 13.3% of our respondents think workplace flexibility doesn’t, lead to improved
mental health.

Fig 7.10

According to our survey we got to know

1. 84.4% of our respondents think the flexibility has increased as the workplace scenario
shifted online

2. 15.6% of our respondents think the flexibility has decreased as the workplace
scenario shifted online.

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 Fig 7.11

1. 75.6 of our respondents think their work has become more effective and their work-
life balance has increased since they have started working from home.

2. 24.4% of our respondents think their work has not become much effective and their
work-life balance has not improved.

Fig 7.12

1. 86.7% of our respondents don’t get distracted by working from home

2. 13.3% of our respondents gets distracted by working from home.

22
 Fig 7.13

Fig 7.14

23
 Fig 7.15

16.

Fig 7.16

• 93.3% of our respondents agreed that they are getting enough support and motivation
from their supervisors
• 6.7% of our respondents agreed that they are not getting enough support and motivation
from their superiors
This shows that majority of the organisations try to motivate and support every employee so
that organisational goal is achieved, and even during this COVID-19 scenario when every
work is done online the employees remain motivated all the time.

Discussion and Findings

24
After thorough research and understanding, we have noted some of the most popular
workplace flexibility arrangements among employees and their impact on employee and
organizational performance.

Most effective flexibility Methods

• Hybrid working days

Hybrid work is defined as when employees obtain the freedom to work on a site for certain
days and work off-site to others depending on their circumstances, preferences, and goals.
This working arrangement is very popular among employees as it places importance on how
employees perform their tasks more effectively than on where they do them. Most
organizations that use this concept aim for a happier, more active, more efficient, and more
effective work environment for their employees well-being.
This method is effective on the condition that employees complete their given tasks or
responsibilities in the due time. This arrangement is proven to appeal employees who feel
highly productive outside of working hours or who have other responsibilities outside of their
working life.

• Flexitime

These work plans refer to flexible working hours during which the employee has the freedom
to decide when he or she wants to work, provided that they work their full contract hours. For
example, an employee may decide to work from 12am. to 8pm. on a particular day and 10am.
to 6pm. on certain days instead of the usual 8 a.m. to 4 p.m. daily. Employees at some
companies are allowed to work longer hours on certain days in order to lessen their workload
on other days.

• Job Sharing

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When more than two or two people divide/share the same job position and separate
responsibilities and duties it is known as job sharing. They are hired under a part-time
contract and the required working hours are divided between them. This type of flexibility is
easy for employees looking for permanent part-time jobs that will allow them to perform
other tasks outside of work. It also works in favour for the organization because if an
employee decides to quit, the other employee sharing the job position can fulfil the job
responsibilities. It also requires constant communication between the employees sharing the
role so that they know what they are required to do and can effectively do their tasks, it also
improves mental health and reduces stress levels for employees that have stressful roles.

• Shift Work

Shift work is a system in which the working day is divided into multiple shifts, which are then
assigned to employees, resulting in different groups of workers performing their jobs at
different times throughout the day. It's a very prevalent strategy for businesses that run
24/7.Facilities like Supermarkets, call centers, ambulances, etc require round the clock
operation. For employers, shift employment has the benefit of allowing work to be done at all
hours of the day. On the other hand, it is also linked to several detrimental consequences on
employee well-being, thus it must be properly managed to avoid putting the workers under
unnecessary stress.

Impact on Employee Performance 

In order to have a productive workforce, one of the most important things employees need to
have is flexibility. Adaptability is often tied to the balance of working life, independence,
extraordinary work environment, and a decent working environment.
Flexibility has many benefits for both employees and the organization but many employers do
not see such benefits and the impact they have on the overall product of employees.

1. It develops intelligence

26
When a company meets the changing needs of its employees, they can feel happy, motivated,
and inspired by what they do. It also enhances their relationships with managers and
employers and in this way makes a significant contribution to the organization.
When employees are less anxious and more satisfied with their work, they are in a better
position to have the basic skills for organizational success. Some employees will be more
creative for example if they are given the opportunity to how, where, and when they do their
jobs such as freelancing and telecommuting.

2. Better Customer Service and Reliability

Having a flexible working environment means that employees work more than nine to five
traditional shifts. Most of the time, customers are not available to contact the organization at
those times because most of them are working with their jobs at that time.

3. Eliminates stress at work

One of the most pressing issues affecting existing employees is work-related stress that can be
caused by many things outside and within the organization. Organizations should, therefore,
look for flexibility when it comes to developing a work culture. Collaboration, production,
and innovation can grow as the workplace adapts to the conditions. As an employer, you can
put in place measures that ensure that employees bring their end in spite of changing
circumstances.

A flexible working environment, lasting more than 9 to 5 shifts, means that there is always
someone who can answer customer questions without compromising customer loyalty and
winning the employer and employees.

When employees are given the opportunity to work outside the office or work in a system that
suits them, they become more involved and more loyal to such a company than when the
system becomes more difficult to allow for a healthier working life.

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Impact on overall Organisational Performance.

Following a flexible working style is a good place to start, and it can help you gauge how well
your company is performing. Leave a significant contribution to the overall performance of
the organisation. As a result, using flexible performance approaches to manage the business is
advantageous. There is a growing interest in staff management in terms of flexible schedules.
Thus flexibility in the file of the performance pattern has a positive effect on the level of
productivity of the organization for improved production and sales volume. different factors
play an important role in improving organizational performance. In this context, great support
from staff and boosting employee motivation can promote organizational development and
help it achieve its goal

There are five ways employers benefit by

allowing flexible work schedules for their
employees.
Attracts Top Talent
Many job seekers value flexibility above all other benefits and know that flexible working
hours and methods benefit both employers and employees. It is clear that offering flexible
hours can help attract the best talent.
Promotes diversity
You will have a tiny group of candidates if you limit your candidate pool to one (or perhaps a
few) locations. If you're in a love relationship, your co-workers can be very different. Even if
you pay for shifting, you're asking employees to join a culture with limited diversity, which
may turn them off and cause them to lose out. According to a study conducted in 2019
companies with diverse employee groups outperform organizations with similar employee
groups. You might get some of the top options if you cast a wide and diversified net. Remote
functions will benefit not only the variety of your firm, but also the profit line.

• Increases Productivity

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Employers frequently refuse to allow employees to work because they believe that if they
cannot keep an eye on them, they will be unable to work. Flexibility, on the other hand
improves employee productivity. According to a survey conducted in 2019 , remote workers
work 1.4 days more each month on average than office workers. This equates to 16.8 days of
work each year. Furthermore, office workers are interrupted 37 minutes per day on average,
compared to 27 minutes per day for faraway employees. Furthermore, being in a dynamic
environment forces management and leadership to evaluate their people in terms of what is
most important in comparison to their physical presence. This contributes to a results-oriented
culture that focuses greater effect and, as a result, helps the company expand.

• Improves Staff Engagement

Participating employees are individuals who are aware of their responsibilities and how their
work affects company’s goals. Building a workplace that empowers and appreciates people is
one-way firms develop a culture of engagement. flexible working hours is one of the best
ways to motivate the employees. You say you trust people to execute their jobs no matter
how, when, or where they work when you enable them to work according to the conditions.
Workplace flexibility is beneficial to a company or organization. For starters, a flexible
workplace can lower absenteeism and personnel turnover. Second, having a flexible work
environment can boost employee productivity. According to one study on flexible work
systems, inertia decreased by 42 percent and productivity increased by 33 percent in the
surveyed companies after flexible working was implemented. This shows that flexible
Working methods allow employees to rationally use their working hours, working style and
working schedule according to their individual needs. This means that employees have some
control over how their work is organized. As a result, employees have the flexibility to change
jobs at the most productive times and places. At the same time, they will be able to better
organize their organization outside of work. Third, a flexible workplace eliminates time
constraints, allowing employees to work longer and save extra time. For example, after
implementing the work system, a German company reduced overtime costs by 50%.

29
The Relationship between Motivation and Workplace Flexibility
While it would be difficult to pinpoint the motive or cause behindevery individuals
behaviours or actions, we can name a few generic ones: the desire to achieve something,
social pressures, personal aspirations, the desire for success, the desire to improve self-
esteem, and so forth.
As stated by Stephen P Robbins, motivation is defined as "processes that account for an
individual's intensity, direction, and persistence of efforts toward achieving a goal", in
harmony to Goleman D., “If people's emotions are channelled to enthusiasm, performance is
born; if people feel constrained and anxious, they will lose their efficiency” (Zlate, 2004).

Looking at the diagram below we understand that, until people are not fully satisfied, they
will induce an internal tension that will further stimulate the individual which will lead to
conduct that seeks the satisfaction of his/her needs which then results in the relieving of
pressure.

Effort Tension
Tension
Reduction

• Intensity
• Direction
• Persistence

Unsatisfied Need Satisfied Need

Fig 8.4.1

This is where flexibility comes in without which, an organization can lose its success over
time since having the same set of motivations without flexibility will eventually decrease their
motivation. While implementing flexibility measures will take employees out of their routine
and they will feel useful professionally and gain the mental fulfilment they need.

30
Work-life balance &Mental Health 

Work-life balance encompasses more than just the relationship between work and family
responsibilities. A good work-life balance has many perks, including lower levels of stress, a
lower risk of fatigue and frustration, and a heightened sense of well-being. This entices both
employees and employers, for employers that are committed to providea work-life balance
environment for their employee, so that there is lesser absenteeism, a more stress-free and
productive workforce by implementing better practices or Employees who just work better
when they have the flexibility/independence to do their work wherever or at whatever time
they want.

This is a crucialelementfor a healthy workplace. Having a proper work-life balance reduces

anxiety & prevents the employees from potential fatigue and burnout. It can cause
hypertension, digestive problems, chronic aches and pains, and heart problems. The chronic
stress can also deter mental health of employees because it is linked with an increased risk of
depression, anxiety, and insomnia. Workplace fatigue occurs when employees are subjected
to excessive stress over a long period of time. For the employees that work overtime a lot, or
are under pressure to meet deadlines, or have a fear of failure, are prone to stress and anxiety.
The stress build-up couldalso lead to unhappy and disharmonious relationships between all
workers in the organization which will lead to work-life conflict.

A Study suggests that employees that have unstable work-life balance experience more stress
compare to those thathave a balance between work and life responsibilities. 1  It is the
employer’s responsibility to instil workplace wellness culture that promotes employee
wellbeing. An Employees wellbeing will directly influence his productivity and per-
performance.  

Promoting work-life balance can appear to be a challenging task for an employers. While
employers can deduce insight from studies on what work-life balance means to millennials, it

G. Lowe  “Under Pressure: Implication of Work-Life Balance and Job Stress,” Wilson
1

Banwell PROACT Human Solutions, Kingston, 2006.

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is of utmost essentiality to recognize work-life balance has a different influence on different
people's lives. When employees are content and satisfied with their jobs, work becomes more
like a second home and less like a job. Employers should primarily prioritize competitive pay,
comfortable working conditions, professional development chances, and healthy social
networking.

a. Work-Family Balance

Despite its widespread use in public and academic discourse, the term "work-family balance"
remains largely undefined. Work-family balance is defined by equitable participation in both
work and family responsibilities, according to one popular definition. Because it is firmly
anchored in theory and consistent with the balance metaphor, this concept of work-family
balance is important. Despite these advantages, the definition overlooks several crucial issues,
such as the various forms or ways in which people can engage in their work and family lives,
and whether different types of participation are functionally equal. Recognizing these
complexities, most contemporary definitions of work-family balance emphasize equality
while also emphasizing comparable levels of happiness within each area and the absence of
conflict between them. As a result, work-family balance refers to a well-integrated
professional and family life, as well as a situation in which the individual is actively involved
in both domains.

Parental leave is a crucial policy that allows workers to take time off work after the birth of a
child to be at home to care for and nurture the child and adjust with the changes that come
with it and it also fosters work-family balance. Unlike other work-family issues for which
substantial research has been undertaken in the US, parental leave is more understood
worldwide than it is in the US. Paid parental leave is a fundamental human right, according to
the International Labour Organization (ILO), and is vital to maintain work-family balance,
particularly for females. For a variety of reasons, parental leave is thought to be advantageous
to families. First and foremost, because women's workforce involvement is strong, parents are
more likely to balance numerous tasks nowadays. As a result, most parents work for a living.
Secondly, parental leave may be beneficial to both the mother and the child's health. Parental
leave may lower mothers' stress, depression risk, and other poor health outcomes by allowing

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moms to take time off to recuperate after pregnancy and childbirth physically and mentally,
and for fathers to take time off to assist out at home. Longer maternity leave is linked to less
stress and a lower incidence of depression among moms. 

b. Job Satisfaction

A flexible workplace is one in which the employer considers the needs of his or her
employees outside of the scope of his or her employment. Working from home, adjusting
schedules as needed, or working part-time are all options. The relationship between job
satisfaction and workplace flexibility reveals a great deal about what employees value.
According to studies, having a flexible workplace is vital for job satisfaction. Employees who
enjoy working with their co-workers are more productive and more likely to stay with the
company in the long run. According to research, job happiness and flexibility are connected to
productivity. Employers who see flexibility as a feasible choice have a real opportunity to
improve. On the other hand, flexibility does not ensure complete job satisfaction. Finding the
correct combination of workplace elements will almost surely lead to greater freedom and, as
a result, greater job satisfaction.

To understand the impact of workplace flexibility on job satisfaction, it's necessary to first
understand how job satisfaction is measured. It's futile to ask about an employee's satisfaction
with their job if it's hypothetical. Employers, on the other hand, can take a few steps to gain a
better understanding of their employees' objectives. Conducting anonymous staff surveys is
one of the most effective techniques to gauge job happiness. Because there is no fear of
negative consequences, an anonymous questionnaire is more likely to provide honest
responses. A few people, like with any anonymous contact, may not take it seriously, but
these people are usually easy to spot. A questionnaire, on the other hand, might be an open-
ended approach of measuring people's job satisfaction. Some individuals are going to sign it,
while others aren't. It's also a good idea to just ask for the opinions of employees without
waffling or fostering a rift. A one-on-one meeting between senior management and lower-
level employees could disclose a great deal.

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Workplace flexibility has a big impact on productivity. Employees' work not only reflects
their general contentment, but a more flexible schedule also allows them to work during their
most productive hours of the day. Mornings are more productive for some people, while
evenings are more fruitful for others. In contrast to a traditional 9 to 5 workday, which
expects everyone to be productive at the same time, a flexible workplace allows people to
work when the job will be accomplished most successfully. Employees that have more job
flexibility work longer hours, are more satisfied, and complete more tasks. Workers are likely
to want to keep going since they feel so accomplished after accomplishing so many things
during their productive hours. 

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Conclusion and Suggestions

The worldwide market has been through significant changes in the working environment
employees and organizations have to adapt with, such as more informative tasks, fast
technological growth and pilable tasks. The duty of an employee is very crucial. Employees
who work their preferable hours are often very dedicated and spends much time without job
rotations. In recent years this has been the case. The paradigm shift has led to an increase in
employee independence, disruption during working hours, employee creativity and
productivity. Job flexibility allows corporate to balance personal and professional life which
leads to work satisfaction and organisation growth. +Work flexibility is very important,
digital transformation and technology allow for performance internet-based activities in many
places.  The presence of workplace flexibility can be cited as a positive factor in staff growth.
Also, good employee growth has a positive attitude towards the functioning of the
organization. Acceptance of flexibility in the workplace not only did it help increase
efficiency and productivity of the workforce but it also helped them in their end. Also, it has
helped to attract the pool of talent, as it were in search of a dynamic organization according to
the times, place, and patterns of work. The changing nature of the work has strengthened the
talents of the staff as well as their own attention. In addition it has had a positive impact on
the participation and commitment of employees of the organization. Adaptation to the
workplace not only benefits employees but also greatly improves overall productivity and
organizational performance. The employees and the employers should make sure to maintain
professional behaviour while following the flexibility in the working arrangements so that its
benefits can be witnessed in the best form. It will for sure help to reduce negative aspects of
workplace flexibility. Overall, the adoption of flexible arrangements at the workplace has
many positive impacts on employees and the organizational conduct. It can be the best
possible approach to be taken by an organization if the negative aspects of it can be mitigated.
Overall job flexibility has shown a positive effect on job satisfaction, showing a high level of
job flexibility, by combining different forms. To reorganize the actual workforce management
and to achieve a sustainable HRM desideratum, attention must be given to the employee's

35
combination areas that promote flexibility and change over time, leading to proper
achievement of organisational goals, job satisfaction and no employee turnover.

Here are few other methods organizations can implement to increase workplace flexibility:

1. Pressured working week: Under this method the employees gets more hours but less
weeks. For example working for 4 days(10 hours) instead 5 days(8 hours each)

2. Task sharing: Two employees working part time share their work so that the full job
is covered. Ex- running for a certain position, but would like temporary job flexibility

3. Remote control function: This feature indicates working from home or working
somewhere else outside the office remotely.(i.e using team viewer etc)

4. Permanent temporary arrangements: The employee fulfils a temporary role that does
not require working the full week

5. Extended Pause:Extended leave gives employees the flexibility to ask for more time at
work without losing their rights as workers. Extended leave may be granted free or
unpaid and may be used for a variety of reasons, including sabbaths, higher education,
social assistance, family matters, or medical care.

6. Retirement in stages:Employee and firm agree on a plan to gradually reduce full-time

employment obligations. Their obligations can be removed in a matter of months or
years.

7. Work and Family Plans: Employers provide assistance to their employees to assist
with child care and adult care, such as local childcare facilities. Choosing a flexible
work plan that works for your company may seem tricky, but taking a strategic
approach to using your system can narrow down the list of options that will best
benefit your company and your employees. Consider using a focus group or a sample
survey to find out what options your employees need. You could also consider a
driving system to test your options and see if the system needs to be carried.
Remember that flexibility does not have to be complicated. It can be a slow process.

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 You may already be offering informal, flexible work arrangements for certain
employees who need to leave early or work from time to time. Now, you just need to
take the next step in legitimizing the policy and advising it on all employees.

Limitations
Due to the COVID-19 pandemic, there were few hurdles that we came across while writing
the research paper. The study was limited to a small sample size. The initial idea was to
conduct the survey physically interviewing employees personally to know their opinion
regarding the workplace flexibility but due to pandemic and lockdown it was not possible.
Also, the study is being conducted online. It restricts a lot of scope for research.

37
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