Editorial Board

A Refereed Monthly International Journal of Management

Work-Life Balance and Employee Well-Being: Exploring the Role of Flexible Work Arrangements in Enhancing Job Satisfaction and Retention Rates

1. Sailatha

Research Scholar, Business School,

Koneru Lakshmaiah Education Foundation, 

KL (Deemed to be University),

Green Fields, Vaddeswaram,

Guntur District, A.P.

 

Dr. R.S.V. Rama Swathi

Assistant Professor, Business School,

Koneru Lakshmaiah Education Foundation,

KL (Deemed to be University),

Green Fields, Vaddeswaram,

Guntur District, A.P

 

Dr Archana Ravindra Salve

 Professor, HOD MBA,

Indira College of Engineering and Management

 Pune Maharashtra

 

Dr. Jayanta Bagchi

Associate Professor,

MBA Department,

BBIT (under Makaut University), Kolkata

 

Anupriya Ravindra Kumar Prasad

Assistant Professor,

Pune Institute of Business

Management, Pune, India

 

Abstract

In today’s fast and increasingly connected world, employees are facing growing challenges in balancing their professional duties with their personal responsibilities. As a result, organizations are increasingly adopting flexible work arrangements (FWAs) to support employee well-being so that they are satisfied with their job which will ultimately lead to improved retention rates.

Flexible work arrangements are one of the best tools to manage the work-life balance of working professionals so the present research is aimed to explore the role of flexible work arrangements in improving the job satisfaction and retention rates of the employees. This study was done in the Delhi NCR, and by using a purposive sampling method 623 professionals working in various service industries were included in the sample. To collect the data questionnaire with the help of Google form was circulated among the respondents and a data sheet was imparted to SPSS for further analysis.According to analysis results the employees are enjoying a good level of work-life balance and companies are offering various facilities under flexible work policies like flexible working hours followed by remote work, flexible location and job sharing. The hypotheses testing revealed that flexible work arrangements plays a significant role in enhancing job satisfaction and retention rates.

Key Words:Work-Life Balance, Flexible Work Hours, Job Satisfaction, Retention Rates

 

Introduction:

In recent times, the concept of work-life balance (WLB) has drawn a significant attention from both researchers and practitioners, largely due to the impact it has on the employee well-being, job satisfaction, and on the overall performance of the Organization. Employees are looking for strategies to balance their business obligations with leading happy, healthy personal lives as the lines between personal and professional lives become more hazy. This change has prompted businesses to look for creative ways to promote worker well-being, and flexible work arrangements (FWAs) are becoming a popular means of doing so.

The Importance of Work-Life Balance

The ability of employees to manage their personal and professional responsibilities in a way that supports their physical, emotional, and mental well-being is known as work-life balance (Koubova & Buchko, 2013). Numerous detrimental effects, such as burnout, stress, decreased job satisfaction, and increased turnover rates, have been linked to poor work-life balance (Boamah et al., 2022; Oloyede & Soyemi, 2022). On the other hand, a healthy work-life balance has been associated with increased productivity, employee engagement, and general job and life happiness (Abioro et al., 2018; Jaharuddin & Zainol, 2019).

Employees are calling for more flexibility in how they set up their work schedules as a result of shifting social norms and technological breakthroughs.Concerns regarding employee health, morale, and retention arise because work-life conflict is more noticeable in industries that demand long hours or strict schedules. Flexible work arrangements (FWAs), including job sharing, remote work, flexible hours, and compressed workweeks, have become crucial tactics for enhancing WLB in this setting.

The Rise of Flexible Work Arrangements

A change from the conventional 9–5 work model is what defines flexible work arrangements (FWAs), which give workers more autonomy about where, when, and how they do their responsibilities (Sultan et al., 2024). For a wide range of businesses, technological improvements, particularly in the areas of communication tools and collaboration platforms, have made remote work and hybrid models more viable and sustainable (Hopkins & Bardoel, 2023).  Additionally, the desire for work arrangements that meet a variety of demands has been fuelled by changes in cultural views, such as the increased focus on individual liberty and family life (Bianchi & Milkie, 2010).

The COVID-19 pandemic compelled many organisations to shift to remote work rules, which hastened the introduction of FWAs. Many workers and businesses are realising the long-term advantages of flexible work arrangements, even as the pandemic fades. According to research, companies that provide FWAs can see notable increases in worker morale, job satisfaction, and general well-being, all of which have a beneficial impact on employee retention rates.

Effects of Flexible Work Schedules on Workers' Well-Being

FWAs assist in lowering stress and work-related burnout by enabling employees to adjust their work schedules around personal obligations (Shifrin & Michel, 2022). Higher levels of engagement, increased job satisfaction, and better mental health can follow from this. Retention rates rise when employees feel their employers are concerned about their welfare because they are more inclined to be devoted and loyal to the business.

FWAs can result in more favourable employment outcomes, such as:

Enhanced job happiness: It was observed that the Employees who can modify their work schedules according to their preferences are usually more satisfied with their Job.

Better work-life balance: Workers with flexible work arrangements are better equipped to balance their personal as well as their professional obligations, which fosters a more peaceful coexistence of the two domains.

Reduced intent to leave: Workers who perceive that they have flexibility are less likely to look for other opportunities, which lowers an organization's expenses associated with hiring and training new staff.

Improved employee health: Employees' physical and emotional well-being is frequently enhanced by reduced stress, improved time management, and the capacity to take care of themselves.

Organizational Benefits of Flexible Work Arrangements

By providing flexible work arrangements, Organizations can gain a competitive edge towards attracting and also in retaining top talent. The demands and tastes of employees vary greatly as the workforce grows more diverse, and companies can serve a wider spectrum of workers by providing flexible work arrangements. Businesses that use FWAs are seen as forward-thinking and employee-focused, which improves their standing as top employers.

Furthermore, FWAs have the potential to enhance performance and productivity. It’s seen that Employees who can control their work schedules are more engaged and attentive because they can better manage their time and are less distracted by personal problems. Additionally, providing flexibility may lower absenteeism since workers may better attend to personal matters without interfering with their job obligations.

This study intends to offer practical insights for companies looking to optimise or establish flexible work arrangements as part of their employee retention and well-being initiatives by examining these linkages.It is more important than ever to research work-life balance and how flexible work schedules affect workers' well-being. Organisations that put their workers' needs first by providing flexible, encouraging work environments stand a better chance of luring and keeping top talent as the nature of work continues to change. This study will add to the continuing discussion on how businesses may use FWAs to increase employee retention and job satisfaction while promoting a well-being culture.

Review of Literature:

Work-Life Balance

Because of its effects on worker’s productivity, job satisfaction, and well-being, study on work-life balance (WLB) has attracted a lot of interest in both academic study and organisational practice. The ability of people to successfully handle the demands of both work and personal life, with an emphasis on lowering stress and improving overall life satisfaction, is known as work-life balance, according to Palumbo (2020). Numerous research, like those by Irawanto, Novianti, and Roz (2021) and Wood, Oh, Park, and Kim (2020), have looked at how work-life balance affects workers over time, emphasising how important it is for enhancing organisational outcomes like engagement, retention, and job satisfaction.

Work-Life Balance and Employee Well-Being

The concept of employee well-being is wide and includes psychological, emotional, and physical health. job-life imbalance has been repeatedly linked to undesirable effects such stress, burnout, anxiety, and depression, especially when job needs take precedence over personal time (Rahim, Osman & Arumugam, 2020). Poor work-life balance is associated with decreased job satisfaction and maybe higher turnover intentions among employees. On the other hand, a good work-life balance is linked to increased motivation, job satisfaction, and morale, all of which boost organisational performance (Inceoglu et al., 2018).

According to a review by Kumar, Sarkar, and Chahar (2023), work-life conflict can result in physical and mental health issues that have a detrimental impact on organisational commitment and job satisfaction. Conversely, employees who perceive their work-life balance as positive report higher levels of engagement and better overall well-being, which has been linked to higher productivity and job performance. Moreover, promoting work-life balance has been shown to enhance employees' emotional attachment to their organization, leading to lower turnover rates.

The Role of Flexible Work Arrangements

Allen & Shockley (2009) define flexible work arrangements (FWAs) as any type of employment arrangement that gives workers autonomy over the hours and location of their job. Compressed workweeks, job sharing, telecommuting, and flexible work schedules are examples of common FWAs. The implementation of FWAs has been increasingly viewed as a strategic approach to address work-life conflict, especially in industries where traditional work schedules are demanding.

Research indicates that FWAs can have a positive impact on both individual employees and organizations. According to Azeem & Kotey (2023), flexible work arrangements help workers to balance their obligations towards their families and their responsibilities of their jobs, which lowers stress and increases job satisfaction. Employees with access to FWAs report feeling more supported by their employers, leading to increased organizational commitment and loyalty. Furthermore, the autonomy provided by FWAs allows employees to tailor their schedules to personal preferences, which can lead to better work-life integration and improved well-being (McNall, Masuda & Nicklin, 2009).

Impact of Flexible Work Arrangements on Job Satisfaction and Retention

Job satisfaction is a key indicator of employee engagement and organizational success. The flexibility to balance work and personal commitments has been shown to directly enhance job satisfaction by reducing stress and giving employees more control over their work environment (Govender, Migiro & Kyule, 2018). Employees who are highly satisfied with their job are definitelygoing to stay with their current employer, which positively impacts retention rates.

Studies have found that the availability of FWAs is positively correlated with lower turnover intentions and increased employee retention. For example, Choi (2020)demonstrated that employees who could choose their work hours or telecommute were less likely to leave their jobs, even in times of economic uncertainty. Similar findings were made by Ali, Kirimi, and Muema (2022), who discovered that workers who had access to flexible work schedules were more likely to express greater job satisfaction, which in turn led to higher retention and decreased absenteeism.

Moreover, organizations that offer FWAs are often viewed as more attractive employers, especially by younger generations and working parents who value flexibility(George & Poluru, 2024). This has become an important factor in attracting top talent and maintaining competitive advantage in a rapidly changing labor market.

Flexible work arrangements are essential for improving work-life balance, employee well-being, job satisfaction, and retention rates, according to research by Hrobowski-Culbreath (2010).While much of the existing research has focused on specific types of FWAs (such as telecommuting or flexible hours), there is a need for further exploration of how these arrangements influence different employee groups across various industries. As organizations continue to adapt to changing workforce demands, understanding the impact of FWAs on employee outcomes will be essential for developing a work environments that foster engagement, satisfaction, and long-term retention.

Research Gap

Although the literature on the connection between work-life balance, employee well-being, and job satisfaction is expanding, more empirical research is still required to fully examine how flexible work arrangements affect retention rates. Much of the existing research focuses on broad work-life balance initiatives or addresses the effects of remote work during the pandemic, but few studies have systematically explored how different forms of FWAs affect employee job satisfaction and retention across various industries.

This study seeks to bridge this gap by examining the role of FWAs in enhancing job satisfaction, improving employee well-being, and ultimately boosting retention rates. The research will explore the mechanisms through which FWAs influence these outcomes and identify factors that may mediate or moderate these relationships.

Objectives

1. To discuss the work life balance status of employees
2. To study the flexible work arrangements of sample companies
3. To check the role of flexible work arrangements in enhancing job satisfaction
4. To study the role of flexible work arrangements in enhancing retention rates

Hypotheses

1. There is no significant role of flexible work arrangements in enhancing job satisfaction.
2. There is no significant role of flexible work arrangements in enhancing retention rates.
3. There is no significant difference in respondents’ opinion about role of flexible work arrangements in enhancing job satisfaction with respect to their job profile
4. There is no significant difference in respondents’ opinion about role of flexible work arrangements in enhancing retention rates with respect to their job profile

Research Methodology

The research is aimed at checking the role of flexible work arrangements in enhancing job satisfaction and retention rates so a causal research design has been adopted. The research is done in Delhi NCR, so all the working employees of this area become the population of the study. By using the purposive sampling method 623 employees working in IT, manufacturing, banking and insurance sectors were selected in the study.

Data Collection: To collect the primary data a well-structured survey was administered with the help of Google Docs. The survey form was divided into 6 sections i.e. (a) demographic profile (b) job profile (c) work-life balance(d) flexible work arrangements (e)role of flexible work arrangements in enhancing job satisfaction and (f) role of flexible work arrangements in enhancing retention rates. The primary data collected from 623 employees was analyzed by using mean, t-test and chi-square test.

Results

The study's findings are organized into four key sections: first, demographic profile details; second, work-life balance details; third, hypothesis testing results testing the role of flexible work arrangements in enhancing job satisfaction

Demographic Profile of Professionals

The first section of the survey collected information about employees’demographics as shown in Table1. A ratio of 2:1 was observed between the count of male (66.13%) and female (33.87%) employees.As per age bifurcation 9.31% of employees were aged up to 20 years, 44.78% employees were of 20 to 40 years age, 40.45% employees were aged between 40 to 60 years and 5.46% employees were of above 60 years.Approximately 3/5^th of the employees (60.83%) were residing in nuclear families whereas the rest of the respondents (39.17%) were from joint families.

Table 1: Demographic Profile of Employees

Gender	N	Percentage
Male	412	66.13
Female	211	33.87
Total	623	100
Age	N	Percentage
Up to 20 Years	58	9.31
20 to 40 Years	279	44.78
40 to 60 years	252	40.45
Above 60 Years	34	5.46
Total	623	100
Family Type	N	Percentage
Nuclear	379	60.83
Joint	244	39.17
Total	623	100

 

Job Profile of Employees

After presenting the demographic profile this section discusses the job profile of employees as shown in Table 2.s already discussed in RM, the sample employees were selected from information technology (47.83%), manufacturing (20.06%) and Banking & Insurance (32.10%).Respondents were asked to indicate their job experience and it was observed that the majority of respondents (42.54%) hada job experience of 1 to 5 years followed by 5 to 10 years (38.84%). Approximately equal numbers of employees were having the job experience of less than 1 year (9.47%) and more than 10 years (9.15%).As per data shown in Table 2 maximum number of respondents (59.55%) were working full-time, followed by part-time (34.03%) and contractual positions (6.42%)

Table 2: Job Profile of Employees

Work Industry	N	Percentage
Information Technology	298	47.83
Manufacturing	125	20.06
Banking & Insurance	200	32.10
Total	623	100
Job Experience	N	Percentage
Less than 1 Year	59	9.47
1 to 5 Years	265	42.54
5 to 10 Years	242	38.84
More than 10 Years	57	9.15
Total	623	100
Employment Status	N	Percentage
Full-time	371	59.55
Part-time	212	34.03
Contract/Freelance	40	6.42
Total	623	100

 

Work-life balance status of employees

Table 3 shows the WLB status of employees. The majority of employees (51.85%) said that they are frequently able to balance work and personal life effectively, whereas 8.67% of employees said that they can always manage their work and personal life.More than half of the employees (55.06%) agreed that their current job allows them sufficient time to attend to their personal/family needs but on the other side 13.64% of employees denied and 10.43% of employees strongly denied this statement.Employees were asked to indicate their satisfaction with their current work-life balance and as a response, it was observed that 7.70% of employees were highly satisfied, 52.17% employees were satisfied, 9.47% employees were dissatisfied and 10.75% employees were highly dissatisfied with their current WLB.

Table 3: Work life balance status of employees

How often do you feel that you are able to balance your work and personal life effectively
Response	N	Percentage
Always	54	8.67
Frequently	323	51.85
Sometimes	97	15.57
Rarely	88	14.13
Never	61	9.79
Total	623	100
To what extent do you agree with the following statement: "My current job allows me sufficient time to attend to my personal/family needs
Response	N	Percentage
Strongly Agree	25	4.01
Agree	343	55.06
Neutral	105	16.85
Disagree	85	13.64
Strongly Disagree	65	10.43
Total	623	100
How satisfied are you with your current work-life balance
Response	N	Percentage
Very Satisfied	48	7.70
Satisfied	325	52.17
Neutral	124	19.90
Dissatisfied	59	9.47
Very Dissatisfied	67	10.75
Total	623	100

 

Table 4 shows the challenges faced by employees in maintaining work-life balance. The major challenge faced by employees was excessive workload (mean=4.12, rank=1) followed by lack of support from management (mean=4.01, rank=2) and long working hours (mean=3.74, rank=3). The few other challenges faced by employees were limited flexibility in work schedule (mean=3.52, rank=4) and family/personal obligations (mean=3.41, rank=5).

Table 4: Challenges of work-life balance

Challenges	Mean	S.D.	C.V.	Rank
Excessive workload	4.12	0.98	0.24	1
Long working hours	3.74	0.88	0.24	3
Lack of support from management	4.01	1.01	0.25	2
Limited flexibility in work schedule	3.52	0.69	0.20	4
Family/personal obligations	3.41	0.74	0.22	5

 

Flexible work arrangements

In the sample only those companies were included which are offering various kinds of flexible work arrangements to companies, so employees were asked to indicate the flexible work arrangements available to them. As per results shown in Table 5, a maximum number of employees are getting the facility of flexible working hours (84.91%) followed by remote work (79.94%), flexible location (67.74%) and job sharing (52.65%). The part-time work (34.35%) and compressed work week (16.37%) facilities are being offered by only a few of the companies.

Table 5: Flexible work arrangements

What type of flexible work arrangements are available to you
Response	N	Percentage
Remote work	498	79.94
Flexible working hours	529	84.91
Compressed workweek (e.g., four 10-hour days)	102	16.37
Job-sharing	328	52.65
Part-time work	214	34.35
Flexible location (e.g., co-working spaces)	422	67.74
How often do you take advantage of flexible work arrangements offered by your employer
Response	N	Percentage
Always	19	3.05
Frequently	369	59.23
Occasionally	124	19.90
Rarely	79	12.68
Never	32	5.14
Total	623	100
In your opinion, how important are flexible work arrangements in maintaining a healthy work-life balance
Response	N	Percentage
Extremely Important	131	21.03
Very Important	379	60.83
Moderately Important	59	9.47
Slightly Important	42	6.74
Not Important	12	1.93
Total	623	100

 

Role of flexible work arrangements in enhancing job satisfaction

Table 6 shows the overall job satisfaction of employees. It can be seen that more than half of the employees (55.38%) are satisfied with their job and 8.99% of employees are highly satisfied. Rest of the respondents indicated neutral opinion (17.50%) and dissatisfaction (18.14%) with the job.Employees were asked to what extent flexible work arrangements contribute to job satisfaction and as a result majority of employees (52.65%) said that flexible work arrangement significantly contributes to job satisfaction.

Table 6: Job Satisfaction of Employees

Overall how satisfied are you with your current job
Response	N	Percentage
Very Satisfied	56	8.99
Satisfied	345	55.38
Neutral	109	17.50
Dissatisfied	78	12.52
Very Dissatisfied	35	5.62
Total	623	100
To what extent do you believe flexible work arrangements contribute to your job satisfaction
Response	N	Percentage
Strongly Contribute	84	13.48
Contribute	328	52.65
Neutral	112	17.98
Do Not Contribute	58	9.31
Strongly Do Not Contribute	41	6.58
Total	623	100

 

One of the major objectives of this research was to study the role of flexible work arrangements in enhancing job satisfaction so respondents were asked to indicate their agreement with a few of the related statements. Respondents strongly agreed that flexible work arrangements contribute to a healthier work-life balance, which directly enhances their job satisfaction (mean=4.25) as well as flexible work options allow them to better meet their personal and professional responsibilities, leading to greater job satisfaction (mean=4.23). Employees highlighted that flexible work arrangements positively impact their overall job satisfaction (mean=4.01) and because of this they are more committed towards their jobs (mean=3.98). The facility of choosing working hours (mean=3.98), working location (mean=3.79) and flexible work schedules (mean=3.75) have increased employees’ overall engagement and motivation at work.

Table 7: Role of flexible work arrangements in enhancing job satisfaction

Statements	Mean	S.D.	C.V.	Level of Agreement
Because of the flexibility offered by my employer, I am more committed to my work and feel greater job satisfaction.	3.98	0.95	0.24	Agree
Flexible work arrangements contribute to a healthier work-life balance, which directly enhances my job satisfaction.	4.25	0.87	0.20	Strongly Agree
Flexible work arrangements positively impact my overall job satisfaction.	4.01	0.76	0.19	Agree
Flexible work options allow me to better meet my personal and professional responsibilities, leading to greater job satisfaction.	4.23	0.98	0.23	Strongly Agree
Flexible work schedules help me feel more in control of my work-life balance, which enhances my job satisfaction.	3.75	0.88	0.23	Agree
Having access to flexible work arrangements has increased my overall engagement and motivation at work.	3.58	0.61	0.17	Agree
Having the ability to choose my work hours increases my job satisfaction.	3.98	0.88	0.22	Agree
I am more satisfied with my job because I can work from home or choose my location.	3.81	0.94	0.25	Agree
The ability to adjust my work schedule to accommodate personal needs or family obligations has improved my satisfaction with my job.	3.75	0.46	0.12	Agree
The option to work remotely when needed contributes to my satisfaction with my job.	3.79	0.79	0.21	Agree

 

As per results shown in table 8 more than 95% of the employees (95.67%) indicated the high role of flexible work arrangements in enhancing job satisfaction. It shows that to keep the employees satisfied the employers should offer a significant level of flexible work arrangements

 

Table 8: Overall Role of flexible work arrangements in enhancing job satisfaction

Overall Role	N	Percentage
Low	27	4.33
High	596	95.67
Total	623	100

 

Hypothesis testing

To measure the significance of the results shown in Table 8 following hypothesis has been taken:-

H₀1:There is no significant role of flexible work arrangements in enhancing job satisfaction

H_a1: There is a significant role of flexible work arrangements in enhancing job satisfaction

One sample t-test has been used to test this hypothesis against the theoretical mean of 30, as indicated in table 9. Given that the calculated mean (39.13) is greater than the theoretical mean (30) and that the t-statistic value is significant at the 5% level of significance, it can be said that flexible work arrangements significantly contribute to increased job satisfaction.

Table 9: One Sample t-test to measure significance of role of flexible work arrangements in enhancing job satisfaction

Variable	Test Value = 30		t- value	p-Value	Result
	Mean	S.D.
Overall Role	39.13	2.89	78.852	0.000	Significant

Level of Significance=5%

Further to check the difference in respondents’ opinions with respect to their job profile following hypothesis has been taken:-

H₀2:There is no significant difference in respondents’ opinions about role of flexible work arrangements in enhancing job satisfaction with respect to their job profile

H_a2: There is a significant difference in respondents’ opinions about role of flexible work arrangements in enhancing job satisfaction with respect to their job profile

To measure the impact of job profile variables on respondents’ opinion chi-square test was applied as shown in Table10. The value of the chi-statistic is not significant for work industry and job experience while it is found significant for employment status. So it can be concluded that employment status wise significant difference exists in respondents’ opinion about the role of flexible work arrangements in enhancing job satisfaction

Table 10: Chi Square test result to measure difference in respondents’ opinion about role of flexible work arrangements in enhancing job satisfaction with respect to their job profile

Work Industry	Overall Role			Chi - Statistic	p-value	Result
	Low	High	Total
Information Technology	15	283	298	4.2665	0.118	Not Significant
Manufacturing	8	117	125
Banking & Insurance	4	196	200
Total	27	596	623
Job Experience	Overall Role			Chi - Statistic	p-value	Result
	Low	High	Total
Less than 1 Year	2	57	59	6.104	0.106	Not Significant
1 to 5 Years	6	259	265
5 to 10 Years	8	234	242
More than 10 Years	5	52	57
Total	21	602	623
Employment Status	Overall Role			Chi - Statistic	p-value	Result
	Low	High	Total
Full-time	13	358	371	11.752	0.002	Significant
Part-time	8	204	212
Contract/Freelance	6	34	40
Total	27	596	623

Level of Significance=5%

 

Role of flexible work arrangements in enhancing retention rate

Table 11shows the respondents’ agreement with the statements related to the role of flexible work arrangements in enhancing retention rate. Employees strongly admitted that the availability of flexible work arrangements makes them more likely to stay with their current employer (mean=4.28) which in turnmakes them loyal towards the organization (mean=4.21). The flexible work policies increase the employees’ desire to stay (mean=4.05), decrease their chances of searching for another job (mean=3.99) and positively influence their career longevity with company (mean=3.91), which means that flexible work options are a key factor in the employees’ decision to remain with my employer (mean=3.88). The flexible work policies have helped employees balance their personal and professional lives (mean=3.87) and due to this they are willing to take more responsibilities at work (mean=3.76).

Table 11: Role of flexible work arrangements in enhancing retention rate

Statements	Mean	S.D.	C.V.	Level of Agreement
Inclusive HR practices have increased my loyalty to the organization.	3.98	0.98	0.25	Agree
I feel a strong sense of belonging to the organization due to its inclusive culture.	3.59	0.85	0.24	Agree
The organization’s commitment to diversity and inclusion makes me more committed to its long-term success.	3.65	0.98	0.27	Agree
I am more likely to stay with this organization because of its inclusive policies and practices.	3.84	1.25	0.33	Agree
The organization’s inclusive approach to leadership has increased my trust in its values and mission.	3.29	1.05	0.32	Neutral
Inclusive HR practices have made me feel valued and appreciated, which strengthens my commitment to the organization.	3.88	1.15	0.30	Agree
I believe the organization is genuinely invested in the growth and development of all employees, which makes me more committed to staying with it.	3.35	1.21	0.36	Neutral
I feel that the organization treats all employees equally, which enhances my emotional commitment to the company.	3.49	1.07	0.31	Agree
The organization’s efforts to promote diversity and inclusion make me more proud to work here.	3.69	0.98	0.27	Agree
I am motivated to contribute to the success of the organization because of its inclusive culture and policies.	3.49	0.79	0.23	Agree
Inclusive HR practices have created a work environment where I feel respected and supported, which increases my commitment to the organization.	4.02	1.05	0.26	Agree
I am more likely to go above and beyond in my role because the organization supports an inclusive and diverse work culture.	4.25	1.21	0.28	Strongly Agree
The inclusive HR policies make me feel that my personal values align with the organization’s goals, strengthening my commitment.	3.87	1.15	0.30	Agree

 

As per results shown in table 12 more than 95% of the employees (96.63%) indicated the high role of flexible work arrangements in enhancing retention rates. It shows that to keep the employees stay for the long employers should offer a significant level of flexible work arrangements.

Table 12: Overall Role of flexible work arrangements in enhancing retention rate

Overall Role	N	Percentage
Low	21	3.37
High	602	96.63
Total	623	100

 

To measure the significance of role following hypothesis has been taken:-

H₀3:There is no significant role of flexible work arrangements in enhancing retention rates

H_a3: There is a significant role of flexible work arrangements in enhancing retention rates

Table 13 is showing the results of one sample t-test applied to test the hypothesis. At 5% level of significance the value of t-statistic is significant and theoretical mean (33) is lesser than the calculated mean (43.25) so it can be concluded that there is a significant role of flexible work arrangements in enhancing retention rates

Table 13: One Sample t-test to measure significance of role of flexible work arrangements in enhancing retention rates

Variable	Test Value = 33		t- value	p-Value	Result
	Mean	S.D.
Overall Role	43.25	3.02	84.715	0.000	Significant

Level of Significance=5%

Further to check difference in respondents’ opinion with respect to their job profile following hypothesis has been taken:-

H₀4:There is no significant difference in respondents’ opinion about role of flexible work arrangements in enhancing retention rates with respect to their job profile

H_a4: There is a significant difference in respondents’ opinion about role of flexible work arrangements in enhancing retention rates with respect to their job profile

To measure the impact of job profile variables on respondents’ opinion chi-square test was applied as shown in table 14. The value of chi-statistic is not found significant for any of the variable so it can be concluded that there is no significant difference in respondents’ opinion about role of flexible work arrangements in enhancing retention rates with respect to their job profile

Table 14: Chi Square test result to measure difference in respondents’ opinion about role of flexible work arrangements in enhancing retention rates

Work Industry	Overall Role			Chi - Statistic	p-value	Result
	Low	High	Total
Information Technology	11	287	298	4.1501	0.125	Not Significant
Manufacturing	7	118	125
Banking & Insurance	3	197	200
Total	21	602	623
Job Experience	Overall Role			Chi - Statistic	p-value	Result
	Low	High	Total
Less than 1 Year	1	58	59	0.647	0.885	Not Significant
1 to 5 Years	10	255	265
5 to 10 Years	8	234	242
More than 10 Years	2	55	57
Total	21	602	623
Employment Status	Overall Role			Chi - Statistic	p-value	Result
	Low	High	Total
Full-time	13	358	371	0.116	0.943	Not Significant
Part-time	7	205	212
Contract/Freelance	1	39	40
Total	21	602	623

Level of Significance=5%

 

Discussion

The results highlighted that more than half of the employees are able to manage work life balance frequently, but one of the significant challenge faced by employees in managing the work life balance were excessive workload, lack of support from management and long working hours.Companies have adopted flexible work policies and maximum numbers of employees are getting the facility of flexible working hours followed by remote work, flexible location and job sharing.It was observed that flexible work arrangements significantly enhance the job satisfaction of employees which means employers should offer flexible work arrangements to employees to keep them satisfied.Further it was also concluded that flexible work arrangements significantly enhance the retention rate of employees.

Managing Work-Life Balance and Challenges Faced

The finding that more than half of employees can manage their work-life balance frequently aligns with the literature, where positive work-life balance is often linked to increased job satisfaction and well-being (Idris, 2014). However, the major challenges of excessive workload, lack of support from management, and long working hours are consistent with studies that highlight how poor work-life balance often stems from organizational pressures and work demands. Employees facing high workloads and limited managerial support are more likely to undergo work-life conflict, which negatively impacts their health and overall satisfaction.

Adoption of Flexible Work Policies

The finding that companies have adopted flexible work policies, with most employees benefiting from flexible working hours, remote work, flexible location, and job sharing, is supported by a growing body of research. Flexible work arrangements are increasingly seen as critical to managing work-life balance, and their adoption has been shown to reduce stress and improve job satisfaction (Al-Kasasbeh, 2016). The trend towards remote work, in particular, has been accelerated by the COVID-19 pandemic, and studies suggest it offers employees greater control over their work environment, leading to better work-life integration.

Flexible Work Arrangements and Job Satisfaction

The observation that flexible work arrangements significantly enhance job satisfaction aligns with previous studies, which suggest that offering flexibility leads to greater employee satisfaction (Wheatley, 2017). Flexibility allows employees to manage their personal commitments without compromising their work responsibilities, thus fostering a more positive outlook towards their jobs. Employers who support flexibility are more likely to retain satisfied employees who feel valued and respected in terms of their personal needs.

Impact of Flexible Work Arrangements on Retention Rates

 The conclusion thatflexible work arrangements significantly enhance retention rates is consistent with the literature, where the availability of flexible work options has been linked to higher retention and lower turnover (Kumar, Sarkar & Chahar, 2023). This finding suggests that flexibility is a key factor in retaining employees, regardless of their job profile, further emphasizing its importance in today’s competitive job market. Employees who perceive their employer as supportive in balancing work and life are more likely to stay, leading to a more stable and engaged workforce.In summary, the findings of this study echo and extend existing literature on work-life balance and flexible work arrangements, emphasizing the significant role of flexibility in enhancing employee satisfaction and retention.

Conclusion

This study highlights the role of flexible work arrangements (FWAs) in improving work-life balance, job satisfaction, and employee retention. The findings indicate that while many employees can manage work-life balance, challenges such as excessive workload, long working hours, and lack of managerial support persist. However, organizations that adopt FWAs, such as flexible hours, remote work, and job sharing, are better positioned to enhance employee satisfaction and retention. These results align with existing literature, underscoring the importance of offering flexibility as a strategic tool to foster a supportive work environment, reduce stress, and ultimately retain a committed and satisfied workforce.

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