Flexible Working Arrangements, Job Satisfaction, and Employee Performance in Public Sector
DOI:
https://doi.org/10.54099/ijibmr.v6i1.1787Keywords:
Flexible Working, Job Satisfaction, Employee Performance, Public Sector, , Bureaucratic ReformAbstract
Aim: This study examines the effect of Flexible Working Arrangement (FWA) on employee performance with job satisfaction as a mediating variable among civil servants at PUSINTEK, Ministry of Finance of the Republic of Indonesia.
Method: A quantitative survey design was employed, collecting data from 100 civil servants through structured questionnaires using a five-point Likert scale. The study measured five constructs comprising 30 indicators: FWA, job satisfaction, employee performance, technological support, and bureaucratic work culture. Data were analysed using Structural Equation Modelling–Partial Least Squares (SEM-PLS) via SmartPLS 4 software.
Results: FWA exerted a significant positive effect on job satisfaction (β = 0.667, p < 0.001) and directly on employee performance (β = 0.323, p = 0.010). Job satisfaction significantly mediated the FWA–performance relationship (partial mediation), while technological support and bureaucratic work culture did not yield significant moderating effects. Novelty: This study is among the first to empirically examine FWA in an Indonesian central government institution undergoing digital bureaucratic transformation, establishing job satisfaction as a psychological mediating mechanism and revealing that structural/contextual moderators are less influential than motivational factors in technology-driven public organisations.
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