Workplace Flexibility Dimensions and Employee Engagement in Nigeria’s Food, Tobacco and Beverages Sector: Does Self-Efficacy Matter?
Waliu Mulero Adegbite et al.
What the paper says
The emergence of workplace flexibility as an alternative approach to traditional and rigid work structures has gained prominence in literature on management. Although this concept has been extensively explored and established to foster productivity and performance, there is still limited focus on understanding the specific contributions of its dimensions to psychological and individual outcomes, such as employee engagement. It is therefore important to understand how workplace flexibility dimensions (functional, operational and working time) affect employee engagement, and to further investigate the moderating effect of self-efficacy on the relationship. A total of 140 employees from a food, tobacco and beverage manufacturing plant in southwest Nigeria participated in the study. This study employed variance-based structural equation modelling to examine the relationship between three dimensions of workplace flexibility and employee engagement, and to test the moderating effect of self-efficacy. The results indicated that functional flexibility, operational flexibility and working time flexibility enhance employee engagement. However, self-efficacy only moderates the relationship between functional flexibility and employee engagement, with no effect on operational and working-time flexibility. The study discussed the implications of the study in relation to moving beyond symbolic flexibility and creating supportive cultures for flexibility.
Evidence weight
Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40
| F · citation impact | 0.50 × 0.4 = 0.20 |
| M · momentum | 0.50 × 0.15 = 0.07 |
| V · venue signal | 0.50 × 0.05 = 0.03 |
| R · text relevance † | 0.50 × 0.4 = 0.20 |
† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.