Situation Analysis
In today’s dynamic and fast-evolving work environment, organizations
are increasingly exploring alternative work arrangements to enhance
productivity, employee morale, and retention. Workplace flexibility is in the
spotlight and present on many agendas of organizations in the contemporary
economy (Way et al., 2015). With these strategies, flexible hours in
workplaces are implemented due to the changes of workforce expectations,
technological advancements, and the widespread adoption of remote work
models, especially after the global COVID-19 pandemic.
Traditionally, workers have the standard time of 5-9 hours a day of
work schedule to maximize the quality of the services. However, this kind of
setup affects the affect the employee’s mental health, personal obligations,
family time and health needs. As a result, studies on workplace flexibility
mainly focus on how flexible arrangements can be created to benefit both
employees and organizations, as well as how such flexibility contributes to
improving employee and organizational performance (e.g., Way et al., 2015;
Spreitzer et al., 2017). Despite the growing popularity of flexible work
arrangements, questions remain about their actual effectiveness in
improving employee satisfaction across different industries, job roles, and
demographic groups. While some employees report increased happiness and
reduced stress due to greater autonomy, others face challenges such as
blurred boundaries between work and home life or reduced collaboration
with colleagues. Furthermore, several organizational factors such as
organizational culture, managerial support, and the nature of the job play a
crucial role in determining the success or failure of flexible work
arrangements. A culture that values trust, autonomy, and results rather than
rigid processes is more likely to embrace flexible schedules effectively. In
contrast, organizations with traditional or hierarchical structures may resist
change and struggle with implementing nonstandard work arrangements
(Kossek & Thompson, 2016).
Managerial support is another critical element in the successful
implementation of flexible work hours. When supervisors are open to flexible
scheduling and trained to manage performance based on outcomes rather
than physical presence, employees often feel more empowered and trusted.
This strategy leads to increased job satisfaction and organizational
commitment. On the other hand, a lack of managerial understanding or
support can lead to inconsistent implementation and potential conflicts
within teams.
The nature of the work also significantly influences the feasibility of
flexible work hours. Jobs that require real-time collaboration, synchronized
teamwork, or constant client interaction may be less adaptable to flexible
schedules. In contrast, roles that are more task-oriented or knowledge-based
such as writing, research, and programming tend to be more compatible with
flexible arrangements since they rely on results rather than fixed schedules
(Allen et al., 2013).
Given these factors, the effectiveness of flexible work hours become
essential to investigate how flexible work schedules affect employee-related
outcomes. This study aims to assess the effectiveness of flexible work hours
in enhancing employee satisfaction within a specific organizational or
industry context. It will explore how flexible work arrangements influence
critical variables including employee morale, productivity, work-life balance,
and overall engagement.
Employee morale refers to the level of enthusiasm and positivity
employees feel toward their work environment. Productivity captures the
extent to which employees can maintain or improve their performance under
flexible arrangements. In this kind of situation, the study will determine how
time management will affect the performance of the employees. Work-life
balance involves the employee’s ability to effectively manage professional
responsibilities alongside personal and family obligations. Overall
engagement describes the emotional and psychological investment
employees have in their work and their organization.
Several researchers have examined the positive relationship between
flexible work practices and employee satisfaction. For example, a study
conducted by Bloom and colleagues (2015) in a major travel agency in China
utilized a randomized controlled trial to examine the impact of flexible work
schedules. The results revealed that employees who were given the option to
work under flexible hours demonstrated significantly higher levels of job
satisfaction. These employees not only felt more content with their roles but
also exhibited improved work performance and a notable reduction in
turnover rates. The study highlighted that flexible arrangements contributed
to a more positive work environment, where employees were motivated to
perform better due to increased autonomy and trust from management.
In a similar vein, research by Spreitzer et al. (2017) emphasized the
psychological and emotional benefits of workplace flexibility. Their findings
showed that employees who had the freedom to determine their own work
hours and locations experienced lower levels of stress and burnout. In
addition, these employees reported feeling more engaged with their work,
showing stronger commitment to their organizations and greater enthusiasm
in fulfilling their responsibilities. The study suggests that flexible work
arrangements can lead to a more resilient and motivated workforce,
particularly when employees perceive that their personal needs and well-
being are being supported by their employers.
These studies collectively demonstrate that flexible work hours are not
only beneficial for improving individual satisfaction and mental health but
also contribute to enhanced organizational outcomes such as increased
productivity, employee retention, and overall workforce engagement.
Flexible work systems not only support employee well-being but also
contribute to organizational performance by reducing turnover, improving
productivity, and enhancing company reputation. In the Philippine context,
Miranda and Punongbayan (2020) found that flexible work arrangements led
to significantly higher levels of job satisfaction among employees in the
business process outsourcing (BPO) industry, particularly due to reduced
commuting time and improved family interaction.
Through a comprehensive analysis of both qualitative and quantitative
data, this study seeks to provide valuable insights for employers. The
findings can guide the development of workforce policies that are not only
responsive to employee needs but also aligned with broader organizational
goals such as performance optimization, talent retention, and workplace
innovation.
