Flexible working practices and job-related anxiety: Examining the roles of trust in management and job autonomy

Abstract

Although flexible working practices (FWPs) have been associated with positive individual outcomes, less is known about ‘how’ and ‘why’ such associations occur. Drawing on Conservation of Resources theory, this study examines the mediating and moderating processes which underpin the relationship between FWPs and job-related anxiety. The study’s hypotheses, proposing a moderated mediation model, are tested using data from Britain’s Workplace Employment Relations Survey (WERS) 2011. The results of generalised multilevel structural equation modelling (GMSEM) reveal that FWPs increase trust in management (TIM), which, in turn, decreases job-related anxiety. Furthermore, job autonomy moderates both the positive relationship between FWPs and TIM and the indirect relationship between FWPs and job anxiety through TIM, such that the mediated relationship becomes stronger when perceived autonomy is high. Our study encourages focusing on FWPs, as these stimulate perceptions of resource gain spiral, and the integrated influence of resources accumulated through such positive gain spirals promotes well-being.

Decent work and the effect of the COVID-19 pandemic: A two-wave study1

“…The significant increase during the pandemic in the dimension Adequate Working Time and Workload may suggest that workers' flexibilisation of time management during this period was appropriate. A possible explanation is that workers' perception of their flexibility at work facilitates the work-life balance [33] and helps strengthen trust within the organisations [34]. Despite the restrictions of the coronavirus context, the social isolation in Portugal possibly helped workers rediscover family values and relationships by valuing more unity and time with family [35].…”

Responsible autonomy: The interplay of autonomy, control and trust for knowledge professionals working remotely during COVID-19

“…Trust is the glue in responsible autonomy. More specifically, successful WFH is highly contingent upon reciprocal trust between employers and employees, best supported by institutionalised trust embedded in good employment relationships (Fox, 1974;Siebert et al, 2015;Yunus and Mostafa, 2022). Fox's (1974) analysis that high discretion/high trust (responsible autonomy) dynamics are most likely in occupations like professional work is relevant to our research.…”

More flexible and more innovative: the impact of flexible work arrangements on the innovation behavior of knowledge employees

“…It is difficult for individuals who are physically and mentally fatigued or in a bad frame of mind to take the initiative and become more innovative. In contrast, FWA creates a good working environment and reduces work conflict and stress ( Yunus and Mostafa, 2021 ), which encourages employees to proactively invest useful resources such as time, attention, and energy into their work. Grzywacz et al (2008) showed that FWA significantly improved employee wellness, which in turn helped improve their work engagement.…”