Flexible working times: effects on employees' exhaustion, work‐nonwork conflict and job performance

TLDR

Flexible working time models are conceptually multidimensional, enabling identification of both benefits and drawbacks for employee effectiveness. The study aims to conceptualize flexible working times and examine their links to employee well‑being and peer‑rated performance. A questionnaire survey of 167 German employees across 17 organizations collected data on in‑role and extra‑role performance via peer evaluations. Results reveal a two‑factor flexibility structure: time restriction heightens exhaustion and work‑nonwork conflict, while time autonomy mitigates them, yet neither dimension predicts performance.

Abstract

Purpose The aim of this study is to provide a useful conceptualization of flexible working times and to examine the relationships between flexible working times and employees' well‐being and peer ratings of performance. It is supposed that an employee's “time‐autonomy” would be positively related to performance and well‐being. On the contrary, an unfavorable effect of “time restriction” on well‐being is expected. Design/methodology/approach A questionnaire‐study was conducted among 167 German employees from 17 different organizations. Information about in‐role and extra‐role performance was also obtained via peer evaluations. Findings The data support a two‐factor structure of flexibility. The time restriction factor adds to the degree of exhaustion and the work‐nonwork conflict, while time autonomy diminishes these outcome variables. However, the flexibility dimensions are unrelated to performance. Originality/value The multidimensional conceptualization of flexibility allows for the detection of advantages and drawbacks regarding the effectiveness of flexible working time models.