Voluntary flexible working arrangements and their effects on managers and employees

Keywords: Flexible working, job satisfaction, well-being, performance, service industry


This paper explores the effects of flexible working arrangements on employees and their managers in a service sector. Analyzing a case study of a global management consultancy, the study concerns the impact of flexible working arrangements on job satisfaction, commitment and performance as well as well-being. While it is generally accepted that flexible working arrangements have a positive impact on employees, there has been only limited theorizing and research explaining how and why such impact is generated and which contextual organizational factors might be significant in shaping the outcome. The study provides mixed evidence for benefits from flexible working arrangements where potential for increased employee performance, well-being and job satisfaction is offset by work intensification, blurred work/home boundaries, professional isolation and perceived organizational injustice. Practical implications of the study results have been intensified by accelerated organizational transition into flexible working arrangements caused by restrictions imposed as a result of Covid-19 pandemic.


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Author Biographies

Stuart Sanders , Roland Berger. United Kingdom.


Joanna Karmowska, Oxford Brookes University. United Kingdom

Senior Lecturer.


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How to Cite
Sanders , S., & Karmowska, J. (2020). Voluntary flexible working arrangements and their effects on managers and employees. Harvard Deusto Business Research, 9(2), 197-220. https://doi.org/10.48132/hdbr.304