FLEXIBLE WORK ARRANGEMENTS AND THEIR IMPACT ON EMPLOYEE PRODUCTIVITY AND ORGANIZATIONAL COMMITMENT

Flexible work arrangements are now part of the infrastructure of modern HRM, but their value depends on how they are experienced and implemented. The integrated model developed in this paper indicates that flexibility can be associated with higher employee productivity and stronger organizational commitment, partly because it improves work-life balance. The results also highlight the importance of supervisor support in converting flexibility into productivity. Flexibility therefore should not be reduced to a debate about office versus home. It is a question of autonomy, resources, boundaries, managerial capability, coordination, and trust. For HR leaders, the implication is clear: the most effective flexible-work systems are likely to combine employee discretion with explicit team norms, supportive managers, fair access, and outcome-based performance management. For researchers, the next step is to test these mechanisms with longitudinal, multisource, and quasi-experimental data across diverse institutional settings. When such evidence is available, the debate can move beyond simplistic claims that flexibility is inherently good or bad toward a more precise understanding of when, why, and for whom it creates sustainable value.

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