THE IMPACT OF FLEXIBLE WORK ARRANGEMENTS ON JOB PERFORMANCE: THE MEDIATING ROLE OF WORK LIFE BALANCE: AN EXPLORATORY STUDY OF A SAMPLE OF EMPLOYEES AT THE NORTH REFINERIES COMPANY
Ключевые слова:
Flexible Work Arrangements, Spatial Flexibility, Temporal Flexibility, Work Life Balance, Job Performance, North Refineries Company, BaijiАннотация
The study aimed to measure the effect of flexible work arrangements, its dimensions of spatial flexibility and temporal flexibility, on job performance, its dimensions of task performance and contextual performance, with the intermediary variable of work life balance, between the employees of the North Refineries Company in Iraq. The study used descriptive-analytical approach to attain the goal. The study subjects consisted of all employees of the company with a random representative sample of 238 male and female employees being selected. The main tool for collecting data from the participants was an electronic questionnaire.
The data was analysed and the hypotheses tested through two statistical software packages: SPSS used to describe the study sample and to conduct a descriptive and diagnostic analysis of the study variables and SmartPLS 4 used to model a structural equation using the Partial Least Squares Structural Equation Modeling (PLS-SEM) approach.
The study had several findings, the most significant of which was finding support for full and exclusive mediation of the relationship between spatial flexibility and job performance by the variable work life balance. This means that remote work does not automatically mean increased productivity efficiency unless there is a clear family/personal stability to the remote work first.
Based on the findings, the study suggests to the North Refineries Company that they should adopt gender sensitive flexibility policies taking into consideration the social needs of female employees and progressively implement a flexible-hours policy rather than rigid attendance monitoring policies. It also suggests that remote-work policies should not be adopted for the sake of productivity alone but should be used as an organisational tool to minimise job burnout and make people healthier and happier in their work.
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