Web of Science (Emerging Sources Citation Index), ISC

Document Type : Original Research Article


School of Management, KIIT University, Bhubaneswar, India


Workplace flexibility is considered as an important factor in organizational behaviour in terms of maintaining employees’ productivity as well as organizational performance. This research has discussed the role of flexible working patterns in terms of improving employees’ engagement and commitment towards organizations. It depicts the relationship between employees’ engagement and organizational production improvement. Also, workplace flexibility is important for improving organizational performance by enhancing job satisfaction among the workers. However, the sedentary behaviour and undisciplined nature by employees have created barriers for the use of workplace flexibility. On the other hand, excessive work pressure by employers during flexible working arrangements has negatively influenced the performance of employees. Apart from this, the thematic description of the research has revealed the role of workplace flexibility in improving work-life balance regarding employees. Moreover, the narrative and relevant description have helped to highlight the role of workplace flexibility in enhancing employees' performance as a part of organizational improvement.

Graphical Abstract

Critically analysing the concept of workplace flexibility and how it impacts employee and organizational performance: A case of the retail industry in India


Main Subjects

[1] S. Ruhle, S. Süß, "Edit.: W.place Flexi.,"Mgmnt. Rev, 2019, 30, 1-4.
[2] Fin. Exp., “Flexi. W.place dem. to jump 5-times to 130-140 mn sqft. by 2025, says report”, 2019.
[3] The Eco. Times, “W.place flexi. top pri. for job seekers glob.”, 2017.
[4] Ad. Birla Careers, “VISION”, 2020, avail. at https://careers.adityabirla.com
[5] R. Schmoll and S. Süß, Mgmnt. Rev., 2019, 30, 40-62.
[6] A. Davidescu, Sustainability, 2020, 12, 1-54
[7] B. Shah, A. Gregar, Sci. Papers of the Univ. of Pardubice. Ser. D. Fac. of Eco. & Admin., 2019, 45, 140-151.
[8] J.E. SunHee, Y. Lee, Int. Journ. of Workp. Health Mgmnt., 2017, 10, 491-507.
[9] M. Klindžić, M. Marić, Drustvena Istrazivanja, 2019, 28, 89-108.
[10] H.M. Olsen, W.J. Brown, T. Kolbe-Alexander, N.W. Burton, Journ. of Occup. and env. med., 2018, 60, 23-28.
[11] E.A. Cech, L.T. O’Connor. Comm., Work & Fam., 2017,20, 543-572.
[12] U.I. Doruk, J. Mantler, Journ. of Mgmnt. & Org., 2018, 24, 829-845.
[13] B. Gajšek, S. Stradovnik, A. Hace, Sustainability, 2020, 12, 6590.
[14] M. Kiran, S. Khurram, Pak. Journ. of Comm. and Soc. Sci., 2018, 12, 1008-1024.
[15] L. Stirpe, C. Zárraga-Oberty, Euro. Mgmnt. Journ., 2017, 35, 128-136.
[16] L.K. Jena, N.Z. Memon, Glob. Journ. of Flexi. Sys. Mgmnt., 2018, 19, 5-17.
[17] M. Babapour, M. Karlsson, A. Osvalder, Nordic Journ. of Work. Life Stud., 2018, 8, 71-94.
[18] M. Rastogi, S. Rangnekar, R. Rastogi, Indust. &Comm. Train., 2018, 50, 234-249.
[19] A. Sahay, Peel. Saunder's Res. Onion. Resear. Gate, Art, 2016, 1-5.
[20] G. Ryan, Nurse Research, 2018, 25, 41-49
[21] M.J. Gichuru, Int. Journ. of Innova. Res. & Adv. Stud. (IJIRAS), 2017, 4, 1-5.