| SMART JOURNAL OF BUSINESS MANAGEMENT STUDIES |
VOL. 20 |
NO. 2 |
PAPER 10 |
10.34293/2321-2012.2024.0002.10 |
THE IMPACT OF FLEXIBLE WORKING ARRANGEMENTS ON EMPLOYEE OUTCOMES PRE-COVID IN MALAYSIA |
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| Geetha Subramaniam*, Saidatul Amirah Binti Abd Rahman**, Laura Christ Dass*** and Wu Meng**** |
| * Faculty of Education, Language, Psychology and Music
SEGi University, Malaysia & Adjunct Professor, Auckland Institute of Studies, New Zealand
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| ** Faculty of Business and Management,
Universiti Teknologi MARA, Selangor, Malaysia
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| *** Academy of Language Studies.
Universiti Teknologi MARA, Selangor, Malaysia
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| **** School of Information Science and Technology, Sanda University, Shanghai, China & Faculty of Education, Language, Psychology and Music, SEGi University, Selangor, Malaysia |
| Flexible working arrangements (FWAs) can be defined as any one of a spectrum of work structures, that alters the time and/ or place that work gets done on a regular basis. However, only a small percentage of organizations in Malaysia implement this work arrangement. This study first discusses the demographic profile of employees, who demand FWAs in Malaysia. It further examines employee outcomes such as work life balance, job satisfaction, task performance, organizational citizenship behaviour and turnover intentions. The research was conducted, using a survey approach among employees, in the age group of 18 to 60 years, in the service sector in Klang Valley, Malaysia. Descriptive analysis, chi-square analysis and multivariate analysis of variance (MANOVA) were used and results revealed difference between employees in FWAs and non-FWAs. Young female employees, who have young children, living in urban areas, reported higher demand for FWAs. There was significant influence of FWAs on work life balance, job satisfaction and turnover intentions in Malaysia. This study recommends that the implementation of flexible working arrangements is important in an organization for employees to have a better work life balance, increased job satisfaction, and to reduce turnover intentions. This ultimately will benefit the organization in terms of organizational productivity and performance which is in line with United Nation’s SDG 8, which highlights inclusive and sustainable economic growth and productive employment
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