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Use of flexible work practices and employee outcomes: the role of work–life balance and employee age

Published online by Cambridge University Press:  29 January 2021

Tahrima Ferdous Open the ORCID record for Tahrima Ferdous [Opens in a new window] ,
Muhammad Ali Open the ORCID record for Muhammad Ali [Opens in a new window]  and
Erica French
Tahrima Ferdous*
Affiliation:
QUT Business School, Queensland University of Technology, 2 George Street, Brisbane, QLD-4000, Australia
Muhammad Ali
Affiliation:
QUT Business School, Queensland University of Technology, 2 George Street, Brisbane, QLD-4000, Australia
Erica French
Affiliation:
QUT Business School, Queensland University of Technology, 2 George Street, Brisbane, QLD-4000, Australia
*
*Corresponding author. E-mail: tahrima.ferdous@hdr.qut.edu.au
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Abstract

Flexible work practices (FWPs) give employees some control over when and where they work. Using boundary theory and role balance theory, this study proposes and tests a mediation model focusing on how the relationships between FWPs usage and employee outcomes (i.e., wellbeing and turnover intention) are mediated by work−life balance (WLB). It also tests the moderating role of employee age on the relationship between WLB and employee outcomes using socioemotional selectivity theory. The model was tested using survey data from 293 employees of an Australian for-profit organization. The findings indicate that FWPs usage is positively associated with WLB, WLB is positively associated with wellbeing and negatively with turnover intentions, and WLB partially mediates the relationships between FWPs usage and employee outcomes. The results provide partial support that employee age moderates the relationship between WLB and turnover intentions. Theoretical, research and practical contributions are discussed.

Keywords

Ageboundary theoryflexible work practicesrole balance theorywork–life balance

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 29 , Issue 5 , September 2023 , pp. 833 - 853
Copyright
© Cambridge University Press and Australian and New Zealand Academy of Management 2021

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