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

Flexible working times: effects on employees' exhaustion, work‐nonwork conflict and job performance 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Career Development International Emerald Publishing

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

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Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1362-0436
DOI
10.1108/13620431011053749
Publisher site
See Article on Publisher Site

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.

Journal

Career Development InternationalEmerald Publishing

Published: Jun 22, 2010

Keywords: Flexible working hours; Time‐based management; Performance management; Personal health; Germany

References