The impact of work–life balance and flexible work arrangements on non-financial organisational performance

Abstract

The study's goal was to determine the effect of work–life balance (WLB) and flexible work arrangements (FWAs) on non-financial organisational performance. The study was motivated by a lack of empirical research on the impact of WLB and FWA on organisational non-financial performance in developing countries. The evaluation of organisational performance is skewed towards financial indicators at the expense of non-financial metrics. The study's population consisted of management and non-management employees from seven multinational and national manufacturing and service firms. Based on a population of 1068 people, the sample size was 678. The return rate was 86.72%. The respondents were chosen using a simple random sampling technique with the aid of a table of random numbers. The research design was a survey, with a validated structured questionnaire used. The data was quantitative, and it was analysed using SPSS (IBM, vr. 26) and SEM-PLS (3.0). The main findings were that there was a statistically significant relationship among WLB, FWAs and non-financial organisational performance. It was suggested that management include non-financial performance indicators in performance evaluations and implement WLB and FWA policies to reduce paid work inferences with personal life.