FLEXIBLE WORK ARRANGEMENT AND EMPLOYEE PERFORMANCE; A CASE OF LAKE VICTORIA NORTH WATER WORKS DEVELOPMENT AGENCY
Abstract
Organization’s success and sustained competitive advantage depend on appropriate human resources strategies that promote employee well-being and care to foster employees’ personal initiatives and proactive behavior. Prior research suggests that High Performance Work Practices increase employees’ knowledge, skills, and abilities and the result is greater job satisfaction, enhanced commitment, lower employee turnover, and improved employee performance. Flexible Work Arrangement practices being a functional part of High Performance Work Practices, most of the organizations believe linking it up with performance gives rise to a better performance indicator that is positive. The main objective of this study was; to examine the influence of Flexible Work Performance Arrangement on Employee Performance at the lake Victoria North Water Works Development Agency. Descriptive research design was used in this study. Target population consisted of the staff of Lake Victoria North Water Development Agency. Stratified random sampling technique was employed. Primary data was collected by use of structured questionnaires. Data was analyzed through descriptive statistics (frequencies, percentages, mean and standard deviation) using statistical package for social sciences (SPSS). Inferential statistics was used in analysis for determination of correlation. Overall finding was that Flexible Work Arrangement Practices had a positive relationship with employee performance in Lake Victoria North Water Works Development Agency. The management of Lake Victoria North Water Development Agency should encourage and strengthen the relationship between Flexible Work Arrangement practices on Employee performance since correlation is positive. Recommendation of the study was for support of the further studies on same variables using other different methods and organizations
Key words: Flexible Work Management, Employee Performance
CITATION: Wafula, F. O., Kadima, J. M., & Mukanzi, C. (2021). Flexible work arrangement and employee performance; a case of Lake Victoria North Water Works Development Agency. The Strategic Journal of Business & Change Management, 8 (4), 138 – 153.
Full Text:
PDFReferences
Appelbaum, E, Bailey, T, Berg, P & Kalleberg, A, L (2000) Manufacturing Advantage: Why high performance work systems pay off, ILR Press, Ithaca, NY
Amba- Rao, S.C. (1994), “HRM principles: cross-country comparisons and two case applications in India”, The International Journal of Human Resource Management, 5 ( 3), 755-778.
Arthur, J.B. (1992). The link between business strategy and industrial relations systems in American steel mills, Industrial and Labor Relations Review, 45(3), 488-506.
Azmi, F.T. (2011), “Strategic human resource management and its linkage with HRM
Effectiveness and organizational performance: evidence from India”, The International Journal of Human Resource Management, 22 (18), 3888-3912
Bae, J.;& Lawler, J.J. (2000). Organizational and HRM strategies in Korea: Impact on firm performance in an emerging economy. Academy of Management Journal, 43(3): 502- 517.
Baron, R.M. & Kenny, D.A. (1986), “The moderator–mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations”, Journal of Personality and Social Psychology, 51 (6), 1173.
Batt, R. (2002), “Managing customer services: human resource practices, quit rates, and sales growth”, Academy of Management Journal, 45 ( 3), 587-597.
Becker, B. & Gerhart, B. (1996), “The impact of human resource management on organizational performance: progress and prospects”, Academy of Management Journal, 39 (4) 779-802.
Bhatnagar, J. (2007), “Talent management strategy of employee engagement in Indian ITES employees: key to retention”, Employee Relations, 29 ( 6), 640-663.
Blanchard, N.P. & Thacker, W.J. (2004), Effective Training: Systems, Strategies, and Practices, 2nd ed., Pearson Education, India.
Boxall, P. & Macky, K. (2009), “Research and theory on high-performance work systems: progressing the high-involvement stream”, Human Resource Management Journal , 19 ( 1), 3-23.
Budhwar, P.S. & Baruch, Y. (2003), “Career management practices in India: an empirical study”, International Journal of Manpower, 24 ( 6), 699-719.
Burke, W.W. & Litwin, G.H. (1992), “A causal model of organizational performance and change”, Journal of Management, 18 ( 3), 523-545
Camps, J. & Luna- Arocas, R. (2009), “High involvement work practices and firm performance”, The International Journal of Human Resource Management,. 20 (5),. 1056-1077.
Chan, L.L., Shaffer, M.A. & Snape, E. (2004), “In search of sustained competitive advantage: the impact of organizational culture, competitive strategy and human resource management practices on firm performance”, The International Journal of Human Resource Management, 15 ( 1), 17-35.
Chand, M. & Katou, A.A. (2007), “The impact of HRM practices on organizational performance in the Indian hotel industry”, Employee Relations, 29 ( 6) 576-594.
Cheng, E.W.L.& Ho, D.C.K. (1999), “The effects of some attitudinal and organizational factors on transfer outcome”, Journal of Management Psychology, 13 (5/6), 309-317.
Chow, I.H.S. (2012), “The roles of implementation and organizational culture in the HR–performance link”, The International Journal of Human Resource Management, 23 15), 3114-3132
Collins, C.J. & Smith, K.G. (2006), “Knowledge exchange and combination: the role of human resource practices in the performance of high-technology firms”, Academy of Management Journal, 49 ( 3), 544-560.
Conway, J.M. & Lance, E. (2010), “What reviewers should expect from authors regarding common method bias in organizational research”, Journal of Business Psychology, 25 (3), 325-334
Combs, J., Liu, Y., Hall, A. & Ketchen, D. (2006). “How much do high performance work practices matter? A meta-analysis of their effects on organizational performance”, Personnel Psychology, 59 ( 3), 501-528.
Conti, B. & Kleiner, B. (2003), “How to increase teamwork in organizations”, Journal of Quality, 5 (1), 26-29
Cooke, F.L. & Saini, D.S. (2010), “Diversity management in India: a study of organizations in different ownership forms and industrial sectors”, Human Resource Management, 49 (3), 477-500.
Chang, E. (2005), “Employee’s overall perception of HRM effectiveness”, Human Relations, 58 (4), 23-544
Cheshire Katou, A., & Budhwar, P. (2006) . “The Effect of Human Resource Management Systems on Organizational Performance: Test of a Mediating Model”, International Journal of Human Resource Management, 17(7), 1223–1253.
Cho, Y.J. & Perry, J.L. (2012), “Intrinsic motivation and employee attitudes: role of managerial trustworthiness, goal directedness, and extrinsic reward expectancy”, Review of Public Personnel Administration, 32 (4), 382-406.
Chiu, R.K., Luk, V.W.& Tang, T.L. (2002). “Retaining and Motivating Employees: Compensation Preferences in Hong Kong and China”, Personnel Review, 31, 402 31
Datta, D.K., Guthrie, J.P. & Wright, P.M. (2005), “Human resource management and labor productivity: does industry matter”, Academy of Management Journal, 48 (1),135- 145.
Deci, E. & Ryan, R. (1985), Intrinsic Motivation and Self-Determination in Human Behavior, Springer, New York, NY
Delery, J.E. & Shaw, J.D. (2001), “The strategic management of people in work organizations: review, synthesis, and extension”, in Ferris, G.R. (Ed.), Research in Personnel and Human Resource Management, JAI Press, Stamford, CT, 20, 167-197.
Delaney, J.T., & Huselid, M.A.1996. “The Impact of Human Resource Management Practices on Perceptions of Organizational Performance”, Academy of Management Journal, 39(4), 949–969.
Denison, D.R. (1996), “What is the difference between organizational culture and organizational climate? A native’s point of view on a decade of paradigm wars”, Academy of Management Review,. 21 ( 3), 619-654.
Dhiman, G.R. & Mohanty, R.P. (2010), “HRM practices, attitudinal outcomes and turnover intent: an empirical study in Indian oil and gas exploration and production sector”, South Asian Journal of Management, 17 (4)
Dyer, L. & Reeves, T. (1995), “Human resource strategies and firm performance: what do we know and where do we need to go?”, International Journal of Human Resource Management, 6 ( 3), 656-670.
Evans, W.R. & Davis, W.D. (2005), “High-performance work systems and organizational Performance: the mediating role of internal structure”, Journal of Management, 31 ( 5), 758-775
Eccles, R. G., (1991): The Performance Management Manifesto, Harvard Business Review, January-February
Garman, A.N, McAlearney, A.S, & Harrison, M.I, (2015). High-performance work systems in health care management, part 1: development of an evidence-informed model. Health Care Manage, 36 (3) 201-13.
Gerhart, B. & Fang, M. (2005). “National culture and human resource management: assumptions and evidence”, The International Journal of Human Resource Management, 16 (6), 971-986
Giannikis, S. K., & Mihail, D. M. (2011). Flexible work arrangements in Greece: a study of employee perceptions. The International Journal of Human Resource Management, 417-432,
Greenhaus, J., & Powell, G. (2006). When work and life are allies, A theory of work-family enrichment. Academy of Management Review, 72-79
Greenhaus, J., Collins, K., & Shaw, J. (2003). The relation between work-life balance and quality of life, Journal of Vocational Behaviour, 510-531
Grzywacz, J. G. (2000). Work-Family Spillover and health During Midlife: Is Managing Conflict Everything. American Journal of Health Promotion, 236-244.
Grzywacz, J. G., Carlson, D. S., & Shulkin, S. (2008). Investigating Workplace flexibility using a multi-organization database: a collaboration of academics and practitioners, Journal of Community, 2, ( 3) (111-121)
Godard, J. (2001) Beyond the high-performance paradigm? An analysis of variation in Canadian managerial perceptions of reform programme effectiveness, British Journal of Industrial Relations 39 (1), 25–52
Gull, A., Akbar, S. & Jan, Z. (2012), “Role of capacity development, employee empowerment and promotion on employee retention in the banking sector of Pakistan”, International Journal of Academic Research in Business and Social Sciences, 2 (9) 284- 300
Guest, D (1997) ‘Human resource management and performance: a review and research agenda’ The International Journal of Human Resource Management, 8(3), 263-276
Guzzo, R.A. & Noonan, K.A. (1994). “Human resource practices as communications and the psychological contract”, Human Resource Management, 33 ( 3), 447-462.
Hall, L. (2004): HRM practices and employee and organizational performance: A critique of the Research and Guest’s model. Department of Business and Management, Manchester Metropolitan University
Hartog, D., Boselie, P. & Paauwe, J. (2004), “Performance management: a model and research agenda”, Applied Psychology: An International Review, 53 (4),556-69.
Jiang, K., Lepak, D.P., Hu, J. & Baer, J.C. (2012), “How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms”, Academy of Management Journal, 55 ( 6), 1264-1294.
Karatepe, O.M. & Karadas, G. (2014), “The effect of psychological capital on conflicts in the work-family interface, turnover and absence intentions”, International Journal of Hospitality Management, 43, 132-143
Kamau, J. M., Muleke, V., Mukaya, S. O., & Wagoki, J. (2013). Work-Life Balance Practices on Employee Job Performance at Eco Bank Kenya. European Journal of Business and Management, 179-186.
McNall, L. A., Masuda, A. D., & Nicklin, J. M. (2010). Flexible Work Arrangements, Job Satisfaction, and Turnover Intentions: The Mediating Role of Work-to-Family Enrichment. The Journal of Psychology: Interdisciplinary and Applied, 61-81.
Mukururi, J. N., & Ngari, J. M. (2014). Influence of Work Life Balance Policies on Employee Job Satisfaction, In Kenya’s Banking Sector; A Case of Commercial Banks in Nairobi Central Business District. Journal of Humanities and Social Science, 102-112.
Muli, J. V., Muathe, S., & Muchiri, M. (2014). Human Resource Work-Family Support Services and Employees' Performance within the Banking in Nairobi County, Kenya, International Journal of Humanities and Social Sciences, 158-170.
Mukanzi, C.M (2013). The Influence of human resource management practices on firm performance in the Kenyan Banking industry. International journal of social sciences and entrepreneurship, 1 (5) 522-532
Nadler, N.J., & Bartholomew, S. (1992), "Managing globally competent people", The Academy of Management Executive, 6 (3), 52-65
OECD. (2010). Family-Friendly Workplace Practices. London: Labour and Social Affairs. Oloitiptip, R., & Gachunga, H. (2014). Influence of work-life balance in organizational performance at Kenya Power. International Journal of Innovative Social & Science Education Research, 69-85.
Pfeffer, J (1995). Producing sustainable competitive advantage through the effective management of people, Academy of Management Executive, 9; 55-69
Regus. (2011). Flexible working goes global. Brussels: Regus.
Rizov, M., & Croucher, R. (2008). “Human resource management and performance in European firms”, Cambridge Journal of Economics 2009, 33, 253–272
Russell, J.S., Terborg, J.R. & Powers, M.L. (1985). “Organizational Performance and Organizational Level Training and Support”, Personnel Psychology, 38, 849–63
Solnet, D., Kandampully, J. & Kralj, A. (2010), “Legends of service excellence: the habits of seven highly effective hospitality companies”, Journal of Hospitality Marketing and Management, 19 (8), 889-908.
Sobel, M. E. (1982). Asymptotic confidence intervals for indirect effects in structural equation models, Sociological Methodology, 13(1), 290-312
Sun, L. Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50(3), 558-577.
Subramony, M. (2009), “A meta-analytic investigation of the relationship between HRM bundles and firm performance”, Human Resource Management, 48 (5), 745-768
Travaglione, A., Scott-Ladd, B., Hancock, J., & Chang, J. (2017). Managerial support: Renewing the role of managers amidst declining union support for employees. Journal of General Management, 43(1), 24–32.
Takeuchi, R., Lepak, D. P., Wang, H., & Takeuchi, K. (2007), An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations, Journal of Applied Psychology, 92(4),1069-1083.
Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15(4), 666-681.
Wirtz, J., Heracleous, L. & Pangarkar, N. (2008), “Managing human resources for service excellence and cost effectiveness at Singapore Airlines”, Managing Service Quality, 18 ( 1), 4-19.
Zacharatos, A., Barling, J. & Iverson, R.D. (2005), “High-performance work systems and occupational safety”, Journal of Applied Psychology
DOI: http://dx.doi.org/10.61426/sjbcm.v8i4.2091
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.