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International Journal of Management and Business Development

Open Access Peer Review International
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Employee-Perceived Organisational Flexibility and Its Influence on Job Satisfaction in Hybrid Work Settings

DOI https://doi.org/10.55640/ijmbd-v03i02-03
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Daniel Obande Haruna 1 ORCID iD , Kennedy Oberhiri Obohwemu 1 ORCID iD , Jennifer Adaeze Chukwu 1 ORCID iD , Ibiangake Friday Ndioho 1 , Charles Leyman Kachitsa 1 , Oladipo Vincent Akinmade 1 ORCID iD , Eddy Eidenehi Esezobor 1 ORCID iD , Festus Ituah 1 ORCID iD , Jalaleddin Kazemi Fard 1 ORCID iD , Jerry Soni 1 , Okuma Oke Deborah 1 , Obioma Chidumaga Aririsukwu 1 ,
4 MSc,Department of Psychology, St. Mary’s University, London, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 PhD,Department of Interdisciplinary Studies & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 PhD,World Health Organization, United Nations House, Abuja, Nigeria; and Department of Interdisciplinary Studies & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 PhD,Department of Health and Care Management, Arden University, Manchester, United Kingdom; and Department of Interdisciplinary Studies & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 PhD,Faculty of Business Management and Enterprise, Leeds Trinity University, GBS Partnership, Manchester, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 MPH,Digital Health and Rights Project (Center for Interdisciplinary Methodologies, CIM), University of Warwick, Coventry, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 PhD,Department of Management Studies, Universidad Católica San Antonio de Murcia (UCAM), Murcia, Spain; and PENKUP Research Institute, Birmingham, United Kingdom.
4 PhD,School of Health and Sports Science, Regent College, London, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom
4 MSc,Department of Business Management, Scholars School System, Leeds Trinity University Partnership, Manchester Campus, United Kingdom.
4 MPH,United Nations World Food Programme, Damascus, Syria; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 MA,Department of Human Resource Management, Teeside University, Middlesbrough, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 MBBS,Department of Medicine, St. Francis Medical Center, Abuja, Nigeria; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.

Abstract

Although hybrid work is now a defining aspect of many organisations, employee experience still differs substantially from one setting to another. This paper focuses on how employees make sense of organisational flexibility and considers the role these perceptions play in shaping job satisfaction within the context of hybrid work. Drawing on organisational adaptation theory and ambidexterity research, the study foregrounds flexibility as an employee-experienced capability characterised by autonomy, decentralised decision-making, and responsiveness. Using cross-sectional survey data from 100 professionals working in hybrid arrangements across multiple sectors and regions, the analysis examines the relationships between organisational flexibility, organisational agility, hybrid work experience and job satisfaction. Correlation and regression analyses show that organisational flexibility is strongly and positively associated with job satisfaction and emerges as the dominant predictor when agility and hybrid work experience are considered simultaneously. Agility and hybrid work are positively related to satisfaction at the bivariate level but do not retain predictive power once flexibility is accounted for. The findings reposition organisational flexibility as a proximal driver of employee satisfaction in hybrid contexts, while agility operates as a more distal and context-dependent capability. The paper contributes to organisational adaptation research by centring employee perceptions and offering practical guidance for leaders seeking to design hybrid systems that sustain engagement and well-being.

Keywords

Organisational flexibility, hybrid work, job satisfaction, organisational agility

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