Employee Experiences and Productivity in Flexible Work Arrangements: A Job Demands–Resources Model Analysis from New Zealand

Purpose: This study investigates the relationship between flexible working arrangements (FWAs), employee experiences (EEs), and perceived productivity (PP) in the context of New Zealand employees. The study aims to understand how opportunities and challenges within FWAs impact employee productivity, utilising the Job Demands–Resources (JD-R) model as a theoretical framework. Design/methodology/approach: A survey was conducted with 176 employees who transitioned from traditional office settings to FWAs. Data were collected using a structured questionnaire measuring work demand, autonomy, employee experiences, and perceived productivity. The analysis involved correlational and moderated regression techniques to assess the relationships between the variables. Findings: The study found that positive employee experiences (expressed as opportunities) are significantly associated with higher perceived productivity (r = 0.610, p < 0.001), while negative experiences (expressed as challenges) are associated with lower perceived productivity (r = 0.515, p < 0.001). Moreover, management strategies were found to moderate these relationships, further influencing perceived productivity. Originality: This research contributes to the understanding of how FWAs, when effectively managed, can enhance employee productivity by fostering positive experiences. It also highlights the importance of addressing challenges to mitigate negative impacts on productivity. The use of the JD-R model offers a novel approach to exploring these dynamics in the context of FWAs. Practical and social implications: Organisations can enhance productivity by focusing on management strategies that amplify positive employee experiences and reduce challenges within FWAs. Effective FWAs can improve work–life balance, employee wellbeing, and organisational commitment, contributing to a more satisfied and productive workforce.