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