Final Report MBR

Running Head: FLEXIBLE WORKING HOUR AND EMPLLOYEE SATISFACTION
The Study of Flexible Working Hours on Employee Satisfaction
By
Rehan Hasan (16936)
Noman Awan (23794)
Sajjad Ahmed (20930)
Faizan Siddiqui (20884)
Institute of Business Management

Department of Management Sciences
Submitted to
Sir Nawaz Ahmed
Karachi, Pakistan
2019
2
Acknowledgement
We are extremely thankful to Sir. Nawaz Ahmed who is our instructor in our research report. He
has given us a very different report/ project to work on. Our teacher has been very helpful
throughout the entire report/ project and he gave his valuable suggestions when needed. This
report/ project helped us in understanding importance of flexible working hour arrangement on
employee satisfaction
This project would not have been possible without the cooperation and support of our teacher.
Furthermore, we would also like to thank all the participants who filled the questionnaire. They
were very helpful and immensely contributed to this report/ project. They helped us working
with dedication and provided interesting knowledge about their opinion on flexible working
hours and it how it relates it to their satisfaction level. To sum it all up, working on this report/
project has been a wonderful learning experience.
3
Abstract
The main aim of the research is to study the Flexible working hour arrangements on employee
satisfaction. Flexible working hours are the reciprocally advantageous accords between employee and
employer to enhance employee satisfaction and higher profitability of the organization. Since the basic
requirements of life are changing due to financial, social, political and economic constraints and people
of both genders are forced to work. It is the tool that use to increase productivity, job satisfaction,
efficiency in the work, enhance performance, improved the quality of life, it decrease absenteeism and
decrease overtime cost of the organization. Under the current study, we have distributed questionnaire
to different organization from both service and manufacturing sectors. More than hundred responses
have been collected and analyzed through SPSS. Flexible working hour and Employee satisfaction is our
variables. Majority of the respondents have given their thoughts that the flexible working hour
arrangement helps them to increase their satisfaction level. So in order to have work-life balance and to
maintain a strong family life the flexible working hours are equally acceptable by both male and female
employees. This flexi-hours strategy if adopted with proper planning of formality and degree will reduce
stress and bring improvement in well-being of employee life. Through flexibility, it permits the
employees to make the adjustments according to the situations.
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Table of Content
Acknowledgment ………………………………………………………………………………………………………………………… 2
Abstract ………………………………………………………………………………………………………………………………………. 3
Chapter 1: Introduction
1.1) Background……………………………………………………………………………………………………………………………5
1.2) Objective and Significance of Study……………………………………………………………………………………….5
1.3) Scope od Study………………………………………………………………………………………………………………………6
1.4) Problem Statement……………………………………………………………………………………………………………….6
1.5) Research Question………………………………………………………………………………………………………………..7
1.6) Hypothesis……………………………………………………………………………………………………………………………7
Chapter 2: Literature Review
2.1) Review of Literature…………………………………………………………………………………………………………….8

2.2) Theoretical/Conceptual Framework……………………………………………………………………………………12
Chapter 3: Methodology
3.1) Data……………………………………………………………………………………………………………………………………13
3.2) Variables…………………………………………………………………………………………………………………………….13
3.3) Sample and Sample Technique……………………………………………………………………………………………13
3.4) Data Collection Instrument…………………………………………………………………………………………………13
3.5) Statistical Technique or Model……………………………………………………………………………………………14
Chapter 4: Result and Discussion
4.1) Demographic Profile……………………………………………………………………………………………………………15

4.2) Reliability Analysis………………………………………………………………………………………………………………16
4.3) Inferential Analysis………………………………………………………………………………………………………………17
4.4) Hypothesis Assessment Summary………………………………………………………………………………………..18
4.5) Discussions………………………………………………………………………………………………………………………….20
Chapter 5: Conclusion, Limitation and Recommendation
5.1) Conclusion……………………………………………………………………………………………………………………………21
5.2) Limitations……………………………………………………………………………………………………………………………21
5.3) Recommendations………………………………………………………………………………………………………………..22
References…………………………………………………………………………………………………………………………………..23
Chapter 1: Introduction
1.1) Background
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The flexibility of the employees is now described by the management of human resources as one of the
earliest major sources of workers; has sources in Germany with Messerschmitts-BolkovBlolm. The
concept was first introduced at 1967 for 3,000 employees from the white-collar administration, but also
for research and development at Headquarters near Munich to use lines for start-up and exit and the
pressure-clamps obtained from each to reduce. Should start and finish at the same time. People have
definitely left early to avoid the lines, and morality and productivity have suffered. Then, the head of
human resources, Mr. Hillert, understood the problem and found a resolving of variable hours, adjusting
between changing and rigid hours. It has been known as "Surfing Time/sliding time – Glitime or Work
time flexible (FWT). By 1972, 6,000 of employees 20,000 were using the Flexi period, and The flexibility
of the employees is now described by the management of human resources as one of the earliest major
sources of workers.
Recent trends in the availability of flexible working arrangements (FWAs) have seen an increase in
flexibility in the workplace. With contemporary developments in information and communication
technology (ICT), many employees are able to work anytime (e.g., flexible working hours) and from
anywhere (e.g., working from home). In addition, legislative and organizational changes in the UK have
also increased opportunities for employees to take advantage of FWAs. This trend in organizations has
significant implications for the working lives of individuals and teams and for their satisfaction.
1.2) Objective of the Study
The basic research objective of the research is to study how flexible working hour can create an
influence on employee satisfaction. Also study has been done is to create an awareness in the decision
makers of the organizations about FWA , as how this can be helpful to increase overall performance and
productivity . All over the world this concept is now growing trends and companies are implementing
FWA which will help them to reduce Work stress load, maintain Work life cycle balance increase job
satisfaction which definitely develops positive impact on over all organization productivity
 Determine those phases that influence the flexible working hours.

 To know the perceptions of both staffs and managers regarding the flexible working hours
1.3) Scope of Study
The scope of study focuses on the effect of flexible working hour arrangement on the satisfaction level of
the employees. It is a fact that a satisfied employee can lead towards the organizational goal in an
effective manner. The study has been carried out in various industries both manufacturing and service
where in some industries FWA has been implemented and some has not. The study is focusing more on
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the industries where the FWA is not practicing and the employees working their facing different issues
related to their day to day activities.
1.4) Problems Statement
For any organization it is very important that the employees working over there are satisfied with their
job, their work life cycle balance should be balance, the work load stress should be in control and it is a
big challenge for any higher management to cope up with this challenge in a right way so that the
employees remains satisfied and perform their job efficiently without getting late to office, working in
late nights, avoid absenteeism due to work load.
This research will be carried out to look in to all above factors specially employee satisfaction in the lights
of Flexible working hour arrangements that what effect will create by implementing the FWA
arrangements on above stated factors.
1.5) Research Question
What is the effect of the Flexible Working hour arrangement on Employee Satisfaction?
Flexible working hour is now growing trend all over the world and organization are taking help from this
to make their employees more satisfied focused and effective. Flexibility defines that when and where
work gets done and how careers are planned. As far as development in the technologies is concern it
demands that we altered the ways to how we connect with people through different means, arrange
teams and measure their work performance when people work from home.
Flexibility in work timing is cost-effective and competent way which also helps in savings on overheads
cost and lessens the expenses, gain attractiveness and also improve the business performance.
 To boost the innovation

 To raise employees retention and sustainable
 To raise employees self-confidence and job happiness
1.6) Hypothesis
H1: There is no relationship between flexible working hour and employee satisfaction
H2: There is positive relationship between flexible working hour and employee satisfaction
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H3: There is negative relationship between flexible working hour and employee satisfaction
Chapter 2: Literature Review
2.1) Review of Literature
Flexible working hours when examined from the positive point of view according to the survey, the
introduction of flexible working hours has benefited both employees and employers. In addition,
the flexibility of the workplace gives employees time to work outside the job and balances the work
and life of the employee. Trust between employers and employees are an important issue when it
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comes to flexible working hours. If not monitored by a manager, flexible working hours can cause
some difficulties in the workplace. More research on flexible working hours needs to be taken to
understand the shortcomings of such practices. An organization may consider applying flexibility to
the workplace only after investigating flexible working practices from both proactive and negative
aspects.[ CITATION Sha14 \l 1033 ]
The analysis done with the help of UK Budget Panel Survey is an indication of positive effects from
using a number of flexible working arrangements, including working from home has a positive
effect on job satisfaction and freedom time for both men and women. However, the findings point to
gaps in the availability and use of FWAs and point to the gender-specific nature of Flexible
Employment opportunities. Flexi-Time, the most common FWA in men, has beneficial effects when
relieved managing budgetary responsibility while maintaining full employment. Part time and
working from home is also positive for men who use flexible working with greater freedom of
choice. Women are more likely to be restricted from using flexible working arrangement, often to
work fewer hours. As a result, FWAs have a negative impact on some working women (part-time
employment with long-term use). [ CITATION Whe16 \l 1033 ]
In modern companies, work flexibility is a more prominent feature of work design. The number of
social changes has prompted the need and desire for more flexibility in the workforce. There are
more working women, more reliance on double income, and differences between generations.
Flexible work arrangement refers to managing when, where, or how much work an employee does.
With this the study focused on the relationship between work flexibility and work satisfaction.
There are two aspects of the role of job design that has been studied in relation to empowerment,
Job features and information privacy. The aspect of work design being studied here is work
flexibility.
As many studies claim their satisfaction, this study focused on job satisfaction as an important
component. Other studies have shown less favorable consequences related to Job dissatisfaction.
These include absence, deprived class work, and damage. Studying work as a matter of satisfaction
turnover rate is found to be as an important factor. Today's companies are demanding agile answers
to difficult questions and quick solutions to chronic problems. In the obvious way to reduce costs
and improve profitability, companies need to consider the following specific methods win the
competition. In fact, these two efforts or the flow of continuous improvement are the best tackled
parallel to each other as they are complementary to each other. Unseen benefits of employee
satisfaction and the hidden costs of employee turnover are difficult to identify and present to
executives in a profitable way. However, the research can be viewed as a proposal to make
intangibles more intangible and tangible or at least intangible. Empower employees by trusting
them and providing the personal and structural preferences they want the degree of job satisfaction
that ultimately leads to less turnover.[ CITATION Yag16 \l 1033 ]
The connection between the two popularly available flexible working styles (flexible working hours
and weekly working hours) and relation between work life balance and job satisfaction and
turnover indicated strong positive relationship. The availability of flexible work arrangement
enables employees higher work life balance which is ultimately linked with more job satisfaction
and lower turnover rate. This relationship persisted even when the study is mediated with gender,
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age, education, marital status, number of hours worked and number of children.[ CITATION
DMA10 \l 1033 ]
The study conducted to examine the impact of FWA on job satisfaction and work-family conflict
demonstrates how new working styles can enhance work-life balance awareness, but is also
increasingly valued by today's workforce. The outcomes also suggest that certain FWAs may
produce more advantage than others under social provision of certain working conditions.
FWAs allow individuals to have control over their lives, with this autonomy and flexibility allowed. It
is hoped that it will contribute to the new generation work. Effective implementation of FWAs
within organizations who are especially concerned about attracting the young generation, having
high employee satisfaction and well-being. These study employees' own positive experiences at
work and in their personal lives are taken into consideration in organizing. Moving forward, leaders
can bow out the idea putting in a precise amount of time in the office culture of responsibility with
strong parts and accountabilities.[ CITATION Hos18 \l 1033 ]
The human resources department is one of the most important elements of the company. Therefore,
the company must be relevant strategies to maintain these workers. One of them is improving
employee retention and satisfaction through work flexibility and work life balance. The chosen
strategy is based on the unique characteristics of the majority of workers who entered the
millennium generation. Some companies, including start-up companies, are already implementing
these strategies. The study conducted to found out the impact of job flexibility on employee loyalty
and work-life balance satisfaction at a startup company in Indonesia. The results of study show that
work flexibility has a profound and positive impact on loyalty and employee satisfaction. Book
Studies show that balancing work and family life partially affects the relationship between flexibility
and loyalty. So on the other hand, the harmony between work and personal life has nothing to do
with the relationship between work flexibility and worker satisfaction with a background of a
thousand years working at a startup company.[ CITATION Cal18 \l 1033 ]
Working time arrangements are key elements of working conditions and determine the possibilities for
employees to balance work with their other life spheres. Therefore, this paper examines the level of
working time satisfaction of employees and identifies the factors that may facilitate or impede
satisfaction with working time using cross-sectional data from the German BIBB/BAuA-Employment
Survey. The analytical basis is a generalized ordered logistic regression model. The main results indicate
that individual time-sovereignty is positively linked with a high level of working time satisfaction. Worker-
friendly working time arrangements, which lead to less stress, insecurity and mental pressure, increase
satisfaction levels, whereas atypical working time arrangements, such as unpaid overtime and working
shifts, weekends and under high intensity, reduce satisfaction levels.( Wanger, 2017)
ACT In the modern era, organizations are facing several challenges due to the dynamic nature of the
environment. One of the many challenges for a business is to satisfy its employees in order to cope up
with the ever changing and evolving environment and to achieve success and remain in competition. In
order to increase efficiency, effectiveness, productivity and job devotion of employees, the business
10
must satisfy the needs of its employees by providing good working conditions. The objective of this
paper is to analyse the impact of working environment on employee job satisfaction. The study
employed a quantitative methodology. Data was collected through a self-administered survey
questionnaire. The questionnaire is adopted from a previous validated assessment. The target
population consists of educational institutes, banking sector and telecommunication industry operating
in the city of Hyderabad . Simple random sampling is used for collection of data from 80 employees. The
results indicates a positive relationship between working environment and employee job satisfaction.
The study concludes with some brief prospects that the businesses need to realize the importance of
good working environment for maximizing the level of job satisfaction. This paper may benefit society by
encouraging people to contribute more to their jobs and may help them in their personal development
and development. Hence, it is vital for an organization to motivate their employees to work hard for
achieving the organizational goals and objectives. [ CITATION Sre17 \l 1033 ]
In Australia and other western countries, two countervailing modes relating to workforce contribution
have affected family life. On the one hand, there has been a stream in the workforce contribution of
women – including women with partners and dependent children and related calls on fathers to play a
more active role in the non-financial aspects of home making. On the contrary, the percentage of men
working long hours is much greater today than it was 20 years ago. This paper utilises data from the first
wave of the Household, Income and Labour Dynamics in Australia (HILDA) Survey to identifies
relationships between aspects of work hours (most particularly, the number of hours usually worked and
the satisfaction with this regime), other employment conditions, family characteristics, perceptions of
work-family balance, and wellbeing over different other domains of personal and family life. Thet first
household panel survey in Australia is the HILDA survey. It has been designed to better our
understanding of the dynamics of and interconnections between different aspects of life, containing
labour force participation, financial situations and housing, formation of family, relationships and
parenting, and individual attitudes, health and personal wellbeing. The present paper constitutesa
preliminary analysis that is formed to stimulate discussion, in preparation for a more comprehensive
analysis of links between working hours and wellbeing. [ CITATION Hol12 \l 1033 ]
We examine the correlation between overwork, job satisfaction and job change. We observe that while
over-workers might be unsatisfied with their hours they are otherwise pleased with their jobs. We
utilize panel data to follow over-workers who are not satisfied with both their hours and their jobs
overall. The less over-workers who get confined in unsatisfying jobs are the ones who are less-educated
and work in jobs characterised by fixed hour requirements. Such workers may need experience to
command high wages, which may increase their opportunity cost of job change and restrict their
outside option and job mobility. [ CITATION Fab \l 1033 ]
To identify the impact of working hours on employees’ satisfaction, this article uses a wide,
representative set of panel data from German households (GSOEP). The results indicate that increase
working hours and overtime in general do not cause decreased satisfaction. Rather, high working hours
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and overtime have beneficial effects on life and job satisfaction, although the desire to decrease working
hours has a bad impact on satisfaction. In 2009, nearly 60% of employees desired to lessen their working
hours. The total number of hours by which employees want to decrease their working time is managed
mostly by overtime compensation. [ CITATION Wes \l 1033 ]
Extended hours of work are a common complaint in Australian workplaces so in this paper we identifies
the immediate and cumulative impact of extended hours of work on employee reports of job satisfaction
and job search activity. By using data from the Household, Income and Labour Dynamics in Australia.
(HILDA) survey, we identify that employees who work extra hours are more probable to report lower job
satisfaction and be more likely to start active job search. Using hours of work as a tool to encourage
employee productivity hence comes at a cost so organisations need to determine the benefits of
increased productivity outweigh the costs of lower employee job satisfaction and the turnover of
employees. [ CITATION Bro \l 1033 ]
The study includes three variables that depend on physical health, mental stress and the quality of sleep
with happiness 3 variable moderation compresses a week, irregular working hours and work shifts.
People who are working on flex time in research More health problems, more physiological disorders
and sleep problems are found, then reported non-flex groups of time. (Marten et al ,2012)
conducted research to find out the effect of FWA in over all hierarchy of the orgabization, and how they
work between official work and personal issues related to life such as health, morality, time for family
and productivity. Research shows a strong link between working hours and more and more negative
influences. Results in terms of compromise show clearly that it is very difficult for many executives. The
findings also find that especially the junior executives and those who work in the associations care more
about their social life (Worrall and Cooper, 2010)
2.2) Theoretical Frame Work
Figure 1: Relation Ship Model between Working Hours, Flexible Working Hours and Employee
Satisfaction
Flexible Working
Hour
Employee
Normal Working Satisfaction
Hour
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This theoretical frame work was adopted to check the relationship of our variables on each other. It was
generated keeping in the view the scope of the research and the review of the literature, also
taking into account the opinion of above-mentioned researches
Chapter 3: Methodology
The research design of study will be Explanatory research. In the research the methodology used is the
quantitative research. The primary data is used to gather the essential data that answer the objective of
the study of the flexible working hours and employee satisfaction. Questionnaire will be floated through
the organizations and the answers will be collected and tested on SPSS for the analysis.
3.1) Data
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The data we have gathered to conduct a research is Primacy data. It was collected from individual
themselves through a questionnaire. No part of data includes any mis information or any mis
appropriateness of information
3.2) Variable
Independent Variable:
 Our independent variable is flexible working hour
Dependent Variable:
 Our dependent variable is Employee Satisfaction
3.3) Sample and Sampling Technique
We have used the Convenience sampling technique, distributed the questionnaire to different
organization from both manufacturing and service sectors. Our main target peoples are the
people from managerial and non-managerial staff so that we can collect the opinions of both the
peoples available is the hierarchy. About 130 questionnaire have been collected and data has
been used for further proceedings
3.4) Data Collection Instrument
The data has been collected through questionnaire. Our questionnaire consists of different constructs
including flexible working hour, employee satisfaction and normal working hours. Different questions
from demo graphs are also there. The study is quantitative base so the responses from the respodents
have been gathered through above stated variable’s questions.
3.6) Statistical Technique/ Model
We have used correlation technique to find out the relationship between our variables. Independent
sample T -Test has also been used. The data which have been collected through questionnaire have been
analyzed through SPSS and correlation test and independent sample Test. The result will be shared in
Chapter no 4.
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Chapter 4: Result and Discussion
4.1) Demographic Analysis
Statistics
Gender Sector Age Designation
Valid 103 103 103 103

15
Missing 0 0 0 0
Gender
Frequency Percent Valid Percent Cumulative

Percent
Male 76 73.8 73.8 73.8
Female 27 26.2 26.2 100.0
Total 103 100.0 100.0
Sector
Frequen Percent Valid Cumulative

cy Percent Percent
Services 41 39.8 39.8 39.8
Manufacturin 62 60.2 60.2 100.0

g
Total 103 100.0 100.0
Age
Frequency Percent Valid Cumulative

Percent Percent
20-30 41 39.8 39.8 39.8
31-40 41 39.8 39.8 79.6
41-50 9 8.7 8.7 88.3
51 & above 12 11.7 11.7 100.0
Total 103 100.0 100.0

16
Designation
Frequenc Percent Valid Cumulative

y Percent Percent
Managerial 54 52.4 52.4 52.4
Non- 49 47.6 47.6 100.0

Managerial
Total 103 100.0 100.0
4.2) Mean Score Analysis
This sub section analysed all items in the questionnaire including relationship between flexible
working hour and staff Satisfaction level. Following are the Mean score values;
S.No Item Description Mean score

1 I feel comfortable with the implementation of flexible 4.04
working hour compared to non-flexible working hours
2 Selection of flexible working hours allows me to spend 3.60
more time socially
3 Selection of flexible working hours allows me to sort out 3.81
my personnel matters at home without interrupting my
official matters
4 I feel flexible working hour arrangement helps me from 3.67
being late to office
5 My motivation level at work can be increased through 3.85
flexible working hours arrangement
6 I have high commitment to come to work thorough the 3.89
implementation of flexible working hours arrangement
7 I have ample rest time to be with my family by flexible 3.50
17
working hours arrangements.

8 Implementation of flexible working hours arrangement 3.97
increases my service quality to my official duties
9 I feel stressed at work when my responsibilities and other 3.86
personnel life matters get neglected.
10 I feel that staff services to assigned task will be affected if 3.82
staff are late to work
11 In my opinion more time spent with family may increase 3.83
my motivation level at work
12 I found that implementation of flexible working hours 3.91
arrangement increases job satisfaction level of the
employees
4.3) Reliability Analysis

Cronbach’ alpha was used to measure reliability of Data of each construct. As a whole reliability
of each question was calculated individually which shows satisfactory results > 0.50 Cronbach
Alpha.
Case Processing Summary (Flexible Working

Hours)
N %
Valid 103 100.0
Cases Excludeda 0 .0
Total 103 100.0
Reliability Statistics (Flexible Working Hours)
Cronbach's Alpha N of Items
.777 8
Case Processing Summary (Employee Satisfaction)

18
N %
Valid 103 100.0
Cases Excludeda 0 .0
Total 103 100.0
Reliability Statistics (Employee Satisfaction)
Cronbach's Alpha N of Items
.678 4
4.4) Descriptive Analysis
4.5) Correlation Analysis

Correlation test analysis shows the strength of the relationship existed between dependent and
independent variables
19
According to table below the coefficient value is significant and is marked with the symbol (*).
The results show that all coefficient correlation was at the significance level of p=0.000 level.
This result indicated that the coefficient correlation value (ρ) is different from zero by
subtracting H0 as the significance value is lesser than 0.01.
H0 ρ = 0
HA ρ ≠ 0
Sig = 0.000, Rs = 0.719
As indicated in the table above, the relationship between the independent and dependent
variables are strongly correlated (Rs = 0.719).
Correlations
Flexible_Worki Employee_Satisfactio
ng n
Pearson Correlation 1 .719**
Flexible_Working Sig. (2-tailed) .000
N 103 103
Pearson Correlation .719** 1
Employee_Satisfaction Sig. (2-tailed) .000
N 103 103
4.6) Independent Sample T Test Analysis

20
One-Sample Statistics
N Mean Std. Std. Error

Deviation Mean
Flexible_Working 103 3.7950 .71080 .07004
Employee_Satisfactio 103 3.8568 .78481 .07733

n
One-Sample Test
Test Value = 0 Test Value = 0
t 95% Sig. (2- Mean 95% 95%

Confidence tailed) Differenc Confidence Confidence
Interval of the e Interval of the Interval of the
Difference Difference Difference
Upper Lower Upper
Flexible_Worki 54.186 3.9340 .000 3.79505 3.6561 `3.9340

ng
Employee_Sati 49.874 4.0102 .000 3.85680 3.7034 4.0102

sfaction
21
Chapter 5: Conclusion, Limitation and Recommendations
Conclusion
Concept of flexible working Hours is becoming very common as well as universal strategies to be
implemented in workplace organization. The changes of workplace and job today may result in
enhancing the employees work satisfaction and motivation. Consequently, it is important for
the organization to provide more attention on this policy. Organizations should also perceive the
implementation of the flexible working Hours from a broader perspective. This is because the
studies of alternating working hours portray impact on work life conflict.
5.2) Limitations
The study is limited to service and manufacturing sector. We have circulated the questionnaire
to managerial and non-managerial staff. We have selected few companies’ already implemented
FWA nas some companies have not. The overall study is just to find out the importance of
flexible working hour on employee satisfaction and other variables such as job security
employee retention, productivity are not considered during the study
5.3 ) Recommendations
From the research we have Recommended that upper level managers have more information and
awareness on FWA, they better knows the advantages and benefits they can get after implementing
FWA. While an employee from lower level favors salary more but they are ready to accept FWA
arrangements and through their proper consoling and education FWA can apply positively. As satisfied
employee can satisfy and retain customer which is the key factor for the sustainability of any
organization. FWA also helps the management to make the employees satisfied and employee
performance. So from our findings it has been proved that demand for flexible working hours is still
present but we need to generalize and increase awareness about FWA. The FWA helps workers to
manage their work load more effectively, reduces their stress levels and among the different levels of
management. A satisfied employee can satisfy and retain the customers so he/she is the responsible for
the company’s sustainability and for his satisfaction the company is responsible. So the company must
22
provide such an environment which could help employees and make them satisfied of their work and
company as well.
References
Dana E. Friedman (n.d.), Workplace Flexibility: A Guide for Companies

Peter C. Humphreys, Sílefleming, OrlaO‟Donnell (n.d.), Flexible and Innovative Working Arrangements in
the Irish Public Service.
http://tutor2u.net/business/people/workforce_flexible_hours.asp
http://www.businessknowhow.com/manage/flex-work.htm
http://www.eurofound.europa.eu/ewco/2009/04/IE0904039I.htm
Ya Tang and Wadsworth (2014),The impact of flexible working arrangements on work–life
conflict and work pressure in Ireland‟, Gender Work and Organization, Vol. 6, No. 1, 2009, pp. 87-95
James T. Bond and Ellen Galinsky 2015 “what workplace flexibility is available to entry-level, hourly
employees?”
Marcie Pitt-Catsouphes, Christina Matz-Costa, and ElyssaBesen, 2009, workplace flexibility: Findings
from the Age & Generations Study
Russell, H., O‟Connell, P.J. and McGinnity, F., „The impact of flexible working arrangements on work–life
conflict and work pressure in Ireland‟, Gender Work and Organization, Vol. 6, No. 1, 2009, pp. 73–97.
© Abid &Barech
Licensed under Creative Common Page 466
Workplace Flexibility in the 21st Century: Meeting the Needs of the Changing Workforce, leaded by
Justina Victor in 2008.

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Running Head: FLEXIBLE WORKING HOUR AND EMPLLOYEE SATISFACTION

The Study of Flexible Working Hours on Employee Satisfaction

Institute of Business Management

Chapter 2: Literature Review

2.1) Review of Literature…………………………………………………………………………………………………………….8

Chapter 4: Result and Discussion

4.1) Demographic Profile……………………………………………………………………………………………………………15

Chapter 5: Conclusion, Limitation and Recommendation

1.2) Objective of the Study

 Determine those phases that influence the flexible working hours.

1.3) Scope of Study

1.4) Problems Statement

1.5) Research Question

 To boost the innovation

Chapter 2: Literature Review

2.1) Review of Literature

2.2) Theoretical Frame Work

 Our independent variable is flexible working hour

 Our dependent variable is Employee Satisfaction

3.3) Sample and Sampling Technique

3.4) Data Collection Instrument

3.6) Statistical Technique/ Model

Chapter 4: Result and Discussion

4.1) Demographic Analysis

Gender Sector Age Designation

Valid 103 103 103 103

Frequency Percent Valid Percent Cumulative

Male 76 73.8 73.8 73.8

Female 27 26.2 26.2 100.0

Total 103 100.0 100.0

Frequen Percent Valid Cumulative

Services 41 39.8 39.8 39.8

Manufacturin 62 60.2 60.2 100.0

Total 103 100.0 100.0

Frequency Percent Valid Cumulative

20-30 41 39.8 39.8 39.8

31-40 41 39.8 39.8 79.6

41-50 9 8.7 8.7 88.3

51 & above 12 11.7 11.7 100.0

Total 103 100.0 100.0

Frequenc Percent Valid Cumulative

Managerial 54 52.4 52.4 52.4

Non- 49 47.6 47.6 100.0

Total 103 100.0 100.0

4.2) Mean Score Analysis

S.No Item Description Mean score

working hours arrangements.

4.3) Reliability Analysis

Case Processing Summary (Flexible Working

Valid 103 100.0

Total 103 100.0

Reliability Statistics (Flexible Working Hours)

Cronbach's Alpha N of Items

Case Processing Summary (Employee Satisfaction)

Valid 103 100.0

Total 103 100.0

Reliability Statistics (Employee Satisfaction)

Cronbach's Alpha N of Items

4.4) Descriptive Analysis

4.5) Correlation Analysis

Pearson Correlation 1 .719**

Flexible_Working Sig. (2-tailed) .000

Pearson Correlation .719** 1

Employee_Satisfaction Sig. (2-tailed) .000