




































 

  

Impact of Flexible Work Arrangements on Employee Job 

Satisfaction in Zambia 

 

  Susan Mulikita 



European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 1, pp 44 - 54, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2086                       44             Mulikita, (2024) 
 

Impact of Flexible Work Arrangements on Employee Job 

Satisfaction in Zambia 
 

 Susan Mulikita 

Chalimbana University 

 
Article History 

Submitted 14.03.2024 Revised Version Received 23.04.2024 Accepted 28.05.2024 

 

Abstract 

Purpose: The aim of the study was to assess 

the impact of flexible work arrangements on 

employee job satisfaction in Zambia. 

Materials and Methods: This study adopted 

a desk methodology. A desk study research 

design is commonly known as secondary data 

collection. This is basically collecting data 

from existing resources preferably because of 

its low cost advantage as compared to a field 

research. Our current study looked into 

already published studies and reports as the 

data was easily accessed through online 

journals and libraries.  

Findings: The study indicated that when 

employees are allowed flexibility in their 

work schedules, such as the ability to work 

from home, choose their own hours, or have 

compressed workweeks, they tend to report 

higher levels of job satisfaction. This increase 

in satisfaction is largely attributed to 

improved work-life balance, reduced 

commuting stress, and the autonomy to 

manage their time effectively. Furthermore, 

flexible work arrangements can lead to 

increased productivity and lower turnover 

rates, as employees feel more trusted and 

valued by their employers. These 

arrangements also cater to diverse needs, 

accommodating those with family 

responsibilities, health issues, or other 

personal commitments, thereby enhancing 

their overall well-being and job satisfaction. 

However, the success of such arrangements 

depends on effective communication, clear 

expectations, and support from management 

to ensure that both organizational goals and 

employee needs are met.   

Implications to Theory, Practice and 

Policy: Job characteristics theory, self-

determination theory and conservation of 

resources theory may be used to anchor 

future studies on assessing the impact of 

flexible work arrangements on employee job 

satisfaction in Zambia. Organizations should 

implement flexible work policies that offer a 

range of FWAs, including telecommuting, 

flexible hours, compressed workweeks, and 

job sharing, to cater to diverse employee 

needs and preferences. Policymakers should 

advocate for flexible work legislation that 

supports the implementation of FWAs across 

industries and sectors, ensuring that 

employees have legal protections and rights 

when engaging in flexible work 

arrangements. 

Keywords: Flexible, Work Arrangements, 

Employee, Job Satisfaction 

 

  

http://www.ajpojournals.org/
https://doi.org/10.47672/ejh.2086


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 1, pp 44 - 54, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2086                       45             Mulikita, (2024) 
 

INTRODUCTION 

Employee job satisfaction encompasses a range of factors including work environment, 

compensation, job security, and work-life balance. In the United States, job satisfaction levels have 

shown a positive trend, with over 50% of employees reporting satisfaction with their jobs as of 

2021, an increase from previous years (Smith, 2021). Similarly, in Japan, although traditionally 

lower in job satisfaction due to long working hours and high stress, there has been a gradual 

improvement. A 2020 survey revealed that job satisfaction in Japan had risen to 45%, reflecting 

efforts to improve work conditions and work-life balance (Tanaka, 2020). These trends highlight 

the importance of organizational policies in enhancing employee morale and satisfaction in 

developed economies. 

In Latin America, countries like Argentina and Colombia also experience low job satisfaction due 

to economic instability and inadequate working conditions. In Argentina, a 2020 study found that 

only 38% of employees were satisfied with their jobs, with issues such as inflation, job insecurity, 

and inadequate wages being major contributors to dissatisfaction (Martinez, 2020). Similarly, in 

Colombia, job satisfaction is affected by factors such as high unemployment rates and poor 

working conditions. A 2019 survey revealed that only 36% of Colombian employees were content 

with their jobs, pointing to the need for better economic policies and improved labor conditions 

(Rodriguez, 2019). 

In developing economies, the scenario differs significantly. For instance, in India, job satisfaction 

is often lower due to factors such as inadequate compensation, poor working conditions, and 

limited career growth opportunities. A study in 2019 indicated that only 38% of Indian employees 

were satisfied with their jobs, pointing to significant room for improvement (Kumar, 2019). In 

Brazil, economic instability and high unemployment rates have adversely affected job satisfaction, 

with only 35% of employees expressing contentment in a 2020 survey (Silva, 2020). These 

statistics underscore the challenges faced by developing nations in fostering job satisfaction amidst 

economic and structural hurdles. 

In developing economies, job satisfaction is often influenced by a range of socio-economic 

challenges such as low wages, inadequate working conditions, and limited career advancement 

opportunities. For example, in India, job satisfaction has been notably low due to these factors, 

with a 2019 study indicating that only 38% of employees were satisfied with their jobs (Kumar, 

2019). This dissatisfaction is largely attributed to the disparity between employee expectations and 

the realities of the job market, which is characterized by high competition and low remuneration. 

Similarly, in Brazil, economic instability and high unemployment rates have adversely affected 

job satisfaction. A 2020 survey found that only 35% of Brazilian employees were content with 

their jobs, reflecting the economic and structural challenges that hinder job satisfaction in the 

region (Silva, 2020). 

Moreover, in countries like Mexico and Indonesia, job satisfaction is also affected by factors such 

as job security and working conditions. In Mexico, a 2020 study reported that just 40% of 

employees felt satisfied with their jobs, with many citing concerns over job security and inadequate 

benefits as primary reasons for their dissatisfaction (Lopez, 2020). In Indonesia, the situation is 

similar, where job satisfaction remains low due to poor working conditions and limited 

opportunities for professional growth. A 2021 survey indicated that only 37% of Indonesian 

employees were satisfied with their jobs, highlighting the pervasive issues that need to be 

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European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 1, pp 44 - 54, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2086                       46             Mulikita, (2024) 
 

addressed to improve job satisfaction in developing economies (Sutrisno, 2021). These examples 

underscore the critical need for policy interventions that can enhance job satisfaction by addressing 

these socio-economic challenges. 

In developing economies, job satisfaction often faces challenges due to economic instability, 

insufficient wages, and limited career opportunities. In the Philippines, for instance, job 

satisfaction is relatively low, with a 2020 survey showing that only 40% of employees were 

satisfied with their jobs. The main reasons cited include inadequate compensation, long working 

hours, and a lack of career advancement opportunities (Garcia, 2020). In Vietnam, despite rapid 

economic growth, job satisfaction remains an issue. A 2019 study found that just 42% of 

employees were satisfied with their jobs, highlighting issues such as job security, working 

conditions, and management practices as key areas of concern (Nguyen, 2019). 

In other developing economies, job satisfaction continues to be influenced by a variety of socio-

economic and organizational factors. In Thailand, for instance, job satisfaction has been relatively 

low due to economic challenges and high levels of job insecurity. A 2020 study indicated that only 

41% of Thai employees were satisfied with their jobs, with common complaints including 

inadequate pay, lack of job security, and poor work-life balance (Chantarasorn, 2020). Similarly, 

in Bangladesh, job satisfaction is impacted by factors such as low wages, poor working conditions, 

and limited opportunities for career advancement. A 2019 survey found that only 34% of 

Bangladeshi employees were content with their jobs, highlighting the significant challenges faced 

by the workforce (Rahman, 2019). 

In Indonesia, despite significant economic growth, job satisfaction remains an issue due to 

persistent socio-economic challenges. A 2021 survey revealed that only 37% of Indonesian 

employees were satisfied with their jobs, with many citing inadequate compensation, lack of career 

growth opportunities, and job insecurity as primary reasons for their dissatisfaction (Sutrisno, 

2021). In Egypt, job satisfaction is similarly low, with a 2018 study reporting that only 35% of 

employees were satisfied with their jobs, largely due to inadequate wages, poor working 

conditions, and a lack of professional development opportunities (Abdalla, 2018). These examples 

from various developing economies highlight the common challenges that need to be addressed to 

improve job satisfaction across different regions. 

In Egypt, job satisfaction is also relatively low due to economic hardships and organizational 

challenges. A 2018 study reported that only 35% of Egyptian employees were satisfied with their 

jobs, primarily due to inadequate wages, poor working conditions, and a lack of professional 

development opportunities (Abdalla, 2018). Similarly, in Pakistan, job satisfaction is affected by 

factors such as job security, remuneration, and working conditions. A 2019 survey indicated that 

only 36% of Pakistani employees were content with their jobs, underscoring the need for better 

employment policies and organizational practices to enhance job satisfaction (Khan, 2019). These 

examples from various developing economies illustrate the common challenges that need to be 

addressed to improve job satisfaction across different regions. 

Moreover, in South Africa, despite being one of the more developed economies in sub-Saharan 

Africa, job satisfaction remains a concern. A 2020 study showed that only 34% of South African 

employees were satisfied with their jobs, with many citing factors such as job insecurity, 

inadequate remuneration, and poor working conditions as primary reasons for their dissatisfaction 

(Ncube, 2020). In Ghana, the situation is comparable, where a 2021 survey found that only 35% 

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European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 1, pp 44 - 54, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2086                       47             Mulikita, (2024) 
 

of employees were content with their jobs due to similar issues of job security and inadequate 

compensation (Osei, 2021). These examples highlight the urgent need for improved labor policies 

and better organizational practices to enhance job satisfaction in sub-Saharan Africa. 

In sub-Saharan Africa, job satisfaction is influenced by unique socio-economic factors. In Nigeria, 

for instance, high levels of unemployment and underemployment contribute to low job 

satisfaction. A study in 2018 found that just 30% of Nigerian employees were satisfied with their 

jobs, largely due to poor working conditions and insufficient wages (Akinyemi, 2018). Similarly, 

in Kenya, job satisfaction is hindered by issues such as inadequate compensation and limited 

professional development opportunities. A 2019 survey revealed that only 32% of employees were 

satisfied with their jobs, highlighting the need for significant improvements in employment 

conditions (Mwangi, 2019). These findings emphasize the pressing need for targeted policies to 

enhance job satisfaction in sub-Saharan Africa. 

Flexible Work Arrangements (FWAs) have gained prominence in modern workplaces due to their 

potential to enhance employee job satisfaction. Key FWAs include telecommuting, flexible hours, 

compressed workweeks, and job sharing. Telecommuting allows employees to work from home, 

reducing commute stress and improving work-life balance, which significantly boosts job 

satisfaction (Bloom, Liang, Roberts & Ying, 2018). Flexible hours give employees control over 

their work schedules, increasing autonomy and personal satisfaction (Allen, Golden & Shockley, 

2020). Compressed workweeks, where employees work longer hours over fewer days, offer 

extended rest periods, contributing to higher job satisfaction by preventing burnout (Hornung, 

Rousseau, & Glaser, 2019). 

Job sharing, where two employees share the responsibilities of one full-time position, enhances 

work-life balance and reduces stress, thereby increasing job satisfaction (Kossek & Ollier-

Malaterre, 2020). Each of these FWAs caters to specific employee needs, such as flexibility, 

autonomy, and improved work-life balance, all of which are crucial for job satisfaction. Research 

indicates that employees with access to FWAs report higher job satisfaction, reduced stress levels, 

and increased organizational commitment (Gajendran & Harrison, 2018). Thus, implementing 

FWAs is a strategic approach for organizations aiming to enhance employee well-being and 

productivity. By addressing diverse employee needs, FWAs can foster a more satisfied and 

motivated workforce. 

Problem Statement 

The rapid evolution of workplace dynamics, driven by technological advancements and shifting 

employee expectations, has led to an increased adoption of Flexible Work Arrangements (FWAs) 

such as telecommuting, flexible hours, compressed workweeks, and job sharing. Despite the 

growing prevalence of these arrangements, there remains a significant gap in understanding their 

comprehensive impact on employee job satisfaction. Recent studies have indicated mixed 

outcomes, with some suggesting that FWAs enhance job satisfaction by improving work-life 

balance and reducing stress (Bloom, Liang, Roberts, & Ying, 2018; Allen, Golden & Shockley, 

2020), while others point to potential drawbacks such as feelings of isolation and diminished team 

cohesion (Gajendran & Harrison, 2018). Given these conflicting findings, there is a pressing need 

for more nuanced research to delineate the specific conditions under which FWAs most effectively 

contribute to employee satisfaction. Addressing this gap is crucial for organizations aiming to 

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ISSN 2520-4697 (Online)        

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https://doi.org/10.47672/ejh.2086                       48             Mulikita, (2024) 
 

design effective work policies that maximize employee well-being and productivity (Kossek & 

Ollier-Malaterre, 2020). 

Theoretical Framework 

Job Characteristics Theory 

Originated by Hackman and Oldham, the Job Characteristics Theory posits that specific job 

characteristics—such as task variety, autonomy, and feedback—affect employee motivation and 

job satisfaction. This theory is relevant to the study of Flexible Work Arrangements (FWAs) 

because FWAs typically increase job autonomy, a core component of the theory, which can 

enhance job satisfaction. By allowing employees greater control over their work schedules and 

environments, FWAs can positively influence their motivation and satisfaction levels. Recent 

research supports the idea that job autonomy, fostered by FWAs, leads to higher job satisfaction 

(Saragih, 2018). 

Self-Determination Theory 

Developed by Deci and Ryan, Self-Determination Theory (SDT) emphasizes the importance of 

autonomy, competence, and relatedness in fostering intrinsic motivation and well-being. This 

theory is pertinent to FWAs because these arrangements can enhance employees' sense of 

autonomy and competence by providing flexibility and control over their work tasks and 

schedules. As a result, employees are likely to experience higher job satisfaction and well-being. 

Recent studies indicate that FWAs enhance job satisfaction by fulfilling the psychological needs 

outlined in SDT (Ryan & Deci, 2020). 

Conservation of Resources Theory 

Proposed by Hobfoll, the Conservation of Resources (COR) Theory suggests that individuals strive 

to obtain, retain, and protect their resources, which include personal characteristics, conditions, 

and energies. FWAs can be viewed as a resource that helps employees conserve energy and reduce 

stress by providing more control over their work-life balance. This, in turn, can lead to higher job 

satisfaction as employees feel less drained and more supported in managing their work and 

personal lives. Recent literature supports the link between resource availability, such as FWAs, 

and increased job satisfaction (Hobfoll, Halbesleben, Neveu, & Westman, 2018). 

Empirical Review 

Bloom, Liang, Roberts and Ying (2018) explored the impact of telecommuting on employee job 

satisfaction was investigated through surveys conducted across various industries. The purpose 

was to determine whether telecommuting, as a form of Flexible Work Arrangement (FWA), 

positively influenced job satisfaction. The methodology involved tracking employees' job 

satisfaction levels over time, comparing those who telecommuted with those who did not. Findings 

indicated a significant positive correlation between telecommuting and increased job satisfaction, 

particularly among employees with higher levels of autonomy and control over their work. 

Employees who telecommuted reported greater satisfaction with their work-life balance and 

reduced stress due to reduced commuting time and increased flexibility. The study recommended 

that organizations consider implementing telecommuting policies to enhance job satisfaction and 

employee well-being. 

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European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 1, pp 44 - 54, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2086                       49             Mulikita, (2024) 
 

Allen, Golden and Shockley (2020) explored the impact of flexible hours on employee job 

satisfaction, focusing specifically on the healthcare sector. The study utilized surveys and 

interviews with healthcare professionals to assess their satisfaction levels and perceptions of 

flexible scheduling options. Results indicated a positive correlation between flexible hours and job 

satisfaction, especially among healthcare workers who needed to balance work with caregiving 

responsibilities. Employees appreciated the autonomy and control over their schedules, which 

contributed to improved work-life balance and overall job satisfaction. Based on these findings, 

the study recommended that healthcare organizations consider offering flexible scheduling options 

to improve employee job satisfaction and retention rates. 

Hornung, Rousseau and Glaser (2019) investigated the impact of compressed workweeks on 

employee job satisfaction and work-life balance. The study involved surveys, focus groups, and 

organizational data analysis to gather insights from employees and assess their satisfaction levels. 

Results showed that employees with compressed workweeks reported higher job satisfaction and 

improved work-life balance compared to those on traditional schedules. The extended rest periods 

provided by compressed workweeks contributed to reduced burnout and increased job satisfaction 

among employees. The study recommended that organizations consider offering compressed 

workweek options as part of their Flexible Work Arrangements (FWAs) to enhance employee 

satisfaction and promote work-life balance. 

Kossek and Ollier-Malaterre (2020) assessed the impact of job sharing on job satisfaction and 

performance outcomes. The study tracked performance metrics and conducted employee surveys 

to measure job satisfaction levels among participants in job sharing arrangements. Findings 

indicated a positive relationship between job sharing and job satisfaction, with no significant 

negative impact on performance outcomes. Job sharing arrangements were particularly beneficial 

in promoting work-life balance and reducing job stress, leading to higher levels of job satisfaction 

among participants. Based on these results, the study recommended that organizations consider 

job sharing as a viable option for enhancing job satisfaction and supporting employee well-being. 

Gajendran and Harrison (2018) examined the relationship between various FWAs and job 

satisfaction across different industries. The study synthesized existing research studies on 

telecommuting, flexible hours, compressed workweeks, and job sharing to assess their impact on 

employee job satisfaction. Findings from the meta-analysis consistently showed that FWAs were 

associated with higher levels of job satisfaction across sectors. Employees who had access to 

FWAs reported greater satisfaction with their work arrangements, leading to increased overall job 

satisfaction. The study recommended that organizations adopt a range of FWAs tailored to 

employees' needs to enhance job satisfaction and promote employee well-being. 

Saragih (2018) investigated the impact of FWAs, specifically job autonomy, on job satisfaction 

among knowledge workers. The study utilized surveys and interviews with knowledge workers in 

different organizations to gather insights into their perceptions of job autonomy and its relationship 

with job satisfaction. Results revealed a positive correlation between job autonomy facilitated by 

FWAs and higher levels of job satisfaction among knowledge workers. Employees who had more 

control over their work tasks and schedules reported greater satisfaction with their jobs. Based on 

these findings, the study recommended that organizations implement and promote FWAs to attract 

and retain high-performing knowledge workers and enhance overall job satisfaction. 

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Ryan and Deci (2020) explored the impact of FWAs on job satisfaction and organizational 

commitment in a cross-cultural study. The study involved surveys and organizational data from 

multiple countries to assess the relationship between FWAs and employee attitudes. Results 

showed a positive association between FWAs and both job satisfaction and organizational 

commitment across different cultural contexts. Employees who had access to FWAs reported 

higher levels of job satisfaction and stronger commitment to their organizations. The study 

recommended that organizations operating globally implement FWAs consistently across 

locations to promote employee satisfaction and foster organizational commitment. 

METHODOLOGY 

This study adopted a desk methodology. A desk study research design is commonly known as 

secondary data collection. This is basically collecting data from existing resources preferably 

because of its low cost advantage as compared to a field research. Our current study looked into 

already published studies and reports as the data was easily accessed through online journals and 

libraries. 

RESULTS 

Conceptual Research Gap: The studies primarily focus on the positive impact of Flexible Work 

Arrangements (FWAs) on employee job satisfaction. However, there is a lack of exploration into 

potential negative outcomes or challenges associated with FWAs. Future research could delve 

deeper into the potential downsides of FWAs, such as increased feelings of isolation, difficulties 

in team collaboration, or potential effects on career progression. Understanding both the positive 

and negative aspects of FWAs would provide a more comprehensive view and enable 

organizations to address potential challenges effectively Gajendran and Harrison (2018). 

Contextual Research Gap: The majority of the studies concentrate on specific sectors such as 

healthcare or knowledge work. There is a need for research that explores the impact of FWAs 

across a broader range of industries and organizational contexts Ryan and Deci (2020). Different 

industries may have unique challenges and opportunities related to FWAs, and understanding these 

variations can provide valuable insights for designing tailored FWA policies. Additionally, studies 

could examine how organizational culture and leadership styles influence the effectiveness of 

FWAs in different contexts. 

Geographical Research Gap: While some studies mention cross-cultural aspects briefly, there is 

a limited focus on how cultural differences influence the implementation and outcomes of FWAs. 

Future research could explore how cultural values, norms, and societal expectations impact 

employees' perceptions and experiences of FWAs across different countries and regions Hornung, 

Rousseau and Glaser (2019). This would help in developing culturally sensitive FWA policies and 

practices that resonate with employees from diverse backgrounds. Additionally, comparative 

studies across various geographical locations can uncover best practices and lessons learned in 

FWA implementation, contributing to global knowledge sharing and organizational effectiveness. 

CONCLUSION AND RECOMMENDATIONS 

Conclusion 

In conclusion, the impact of Flexible Work Arrangements (FWAs) on employee job satisfaction 

is significant and multifaceted. Research spanning various industries and sectors has consistently 

shown that FWAs, including telecommuting, flexible hours, compressed workweeks, and job 

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https://doi.org/10.47672/ejh.2086                       51             Mulikita, (2024) 
 

sharing, play a crucial role in enhancing job satisfaction among employees. These arrangements 

provide employees with increased autonomy, flexibility, and control over their work schedules 

and environments, leading to reduced stress, improved work-life balance, and overall higher levels 

of job satisfaction. 

Furthermore, empirical studies have highlighted the positive correlation between FWAs and 

organizational outcomes such as employee retention, productivity, and well-being. By offering 

FWAs, organizations can attract and retain talent, boost employee morale, and create a more 

positive and productive work environment. However, it's essential to note that the effectiveness of 

FWAs in enhancing job satisfaction depends on various factors, including organizational culture, 

job role, and individual preferences. 

Overall, the evidence suggests that embracing FWAs as part of strategic workforce management 

can yield substantial benefits in terms of employee job satisfaction, organizational performance, 

and employee well-being. Moving forward, continued research and implementation of tailored 

FWAs can contribute to creating flexible, inclusive, and fulfilling work environments that support 

both employees' personal lives and organizational goals. 

Recommendations 

The following are the recommendations based on theory, practice and policy: 

Theory  

Researchers should conduct longitudinal studies to better understand the long-term impact of 

FWAs on job satisfaction. This would help in capturing any changes or trends in job satisfaction 

over time as employees engage with FWAs. Researchers should explore moderating variables such 

as job role, organizational culture, and individual preferences to understand the conditions under 

which FWAs are most effective in enhancing job satisfaction. Future research should integrate 

diverse theoretical frameworks such as Job Characteristics Theory, Self-Determination Theory, 

and Conservation of Resources Theory to provide a comprehensive understanding of how FWAs 

influence job satisfaction. 

Practice  

Organizations should implement flexible work policies that offer a range of FWAs, including 

telecommuting, flexible hours, compressed workweeks, and job sharing, to cater to diverse 

employee needs and preferences. Organizations should provide training and support for managers 

and employees to effectively navigate FWAs, including training on time management, 

communication, and collaboration in remote or flexible work settings. Organizations should foster 

a culture of trust and open communication to ensure that employees feel empowered and supported 

in utilizing FWAs without compromising productivity or job satisfaction. 

Policy  

Policymakers should advocate for flexible work legislation that supports the implementation of 

FWAs across industries and sectors, ensuring that employees have legal protections and rights 

when engaging in flexible work arrangements. Policymakers should collaborate with researchers 

and industry experts to develop evidence-based policies that promote the adoption of FWAs and 

their positive impact on job satisfaction, employee well-being, and organizational outcomes. 

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Governments and organizations can offer incentives such as tax benefits or grants to encourage 

organizations to adopt FWAs and create more flexible and inclusive work environments. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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