Workplace Flexibility Dimensions and Employee Engagement in Nigeria’s Food, Tobacco and Beverages Sector: Does Self-Efficacy Matter?

Waliu M. Adegbite; Aramide A. Kuforiji; Emmanuel A. Ibironke; Opeyemi O. Joel; Adebukola O. Dagunduro

doi:10.25159/2664-3731/20116

Authors

Waliu M. Adegbite Olabisi Onabanjo University https://orcid.org/0000-0002-0139-7041
Aramide A. Kuforiji Olabisi Onabanjo University https://orcid.org/0000-0002-3294-2452
Emmanuel A. Ibironke Olabisi Onabanjo University https://orcid.org/0009-0008-8895-9895
Opeyemi O. Joel Olabisi Onabanjo University https://orcid.org/0000-0003-0034-6661
Adebukola O. Dagunduro Olabisi Onabanjo University https://orcid.org/0009-0007-9058-858X

DOI:

https://doi.org/10.25159/2664-3731/20116

Keywords:

employee engagement, functional flexibility, operational flexibility, self-efficacy, working-time flexibility

Abstract

The emergence of workplace flexibility as an alternative approach to traditional and rigid work structures has gained prominence in literature on management. Although this concept has been extensively explored and established to foster productivity and performance, there is still limited focus on understanding the specific contributions of its dimensions to psychological and individual outcomes, such as employee engagement. It is therefore important to understand how workplace flexibility dimensions (functional, operational and working time) affect employee engagement, and to further investigate the moderating effect of self-efficacy on the relationship. A total of 140 employees from a food, tobacco and beverage manufacturing plant in southwest Nigeria participated in the study. This study employed variance-based structural equation modelling to examine the relationship between three dimensions of workplace flexibility and employee engagement, and to test the moderating effect of self-efficacy. The results indicated that functional flexibility, operational flexibility and working time flexibility enhance employee engagement. However, self-efficacy only moderates the relationship between functional flexibility and employee engagement, with no effect on operational and working-time flexibility. The study discussed the implications of the study in relation to moving beyond symbolic flexibility and creating supportive cultures for flexibility.

Author Biographies

Waliu M. Adegbite, Olabisi Onabanjo University

Department of Industrial Relations and Personnel Management Faculty of Administration and Management Science

Emmanuel A. Ibironke, Olabisi Onabanjo University

Department of Industrial Relations and Personnel Management Faculty of Administration and Management Science

Adebukola O. Dagunduro, Olabisi Onabanjo University

Department of Industrial Relations and Personnel Management Faculty of Administration and Management Science

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