Exploring Employees' Perceptions of Flexible Working Hours and Their Impact on Productivity in a Saudi Arabian Organization

The study addresses a notable gap in existing research on FWH by focusing on employees’ related and social antecedents that contribute to productivity, particularly in the Middle East and specifically Saudi Arabia. Prior studies have emphasized organizational aspects and largely neglected employees’ social issues and non-work contextual factors of FWH. This research centers on the employees’ perspective because employees are the primary demanders of FWH to meet their needs. The research question is: What factors related to FWH contribute towards employees' positive attitude to productivity in a Saudi organization? The study adopts a qualitative approach to explore these factors and their relation to productivity, guided by Social Exchange Theory (SET).

The paper highlights a methodological and contextual gap in the literature: a scarcity of empirical studies using mixed qualitative methods (especially triangulation) to identify FWH factors and their impact on productivity, and a lack of focus on employees’ social/contextual issues in the Middle East, particularly Saudi Arabia. The study is theory-driven and engages with Social Exchange Theory (SET) as the theoretical lens to examine FWH factors in relation to productivity as a resource in SET.

Design: Qualitative, theory-driven (Social Exchange Theory), employing triangulation of two qualitative methods: semi-structured interviews and document analysis. Rationale for triangulation: to compensate for limitations of single-method qualitative designs, improve objectivity by drawing on multiple perspectives, provide richer data to answer the research question, enhance validity and credibility through cross-examination of sources, and reduce researcher bias. The study integrates cross-sectional (interviews) and longitudinal (documents over two years) elements to capture accumulative employee experiences with FWH and productivity. Data sources and procedures: - Semi-structured interviews: 32 interviews, average duration ~40 minutes, conducted over three months. Interview questions were in English, short, simple, clear, and direct. Semi-structured format allowed probing to understand how FWH’s social and contextual factors affect productivity. Interview design aligned with SET (reciprocity processes and resources) due to the theory-driven nature of the study. - Document analysis: Employees’ first-hand, verbatim, computerized typewritten comments extracted from an internal technological platform where employees voluntarily discussed FWH. Dataset comprises 278 comments spanning two years (longitudinal). No researcher involvement in generation of comments, minimizing bias. Texts were unabridged and unaltered. Quality and bias mitigation: Triangulation across interviews and documents enhances objectivity, validity, credibility, and reduces common method bias. Cross-sectional (interviews) and longitudinal (documents) components provide complementary temporal coverage of employee experiences. The approach addresses the identified methodological gap by employing qualitative triangulation in the Saudi context. Ethics: Ethical issues were addressed in compliance with the Ethics Committee requirements at King Khalid University. Participants’ information was anonymized; informed consent was obtained; participants could refuse questions or withdraw at any time without prejudice. Document commenters were anonymous, with no identifiable information.

- Employees strongly perceive that FWH would benefit them in multiple ways and believe FWH will enhance their mindfulness and the quality of their time, leading to higher organizational productivity. - The study reveals region- and culture-specific aspects of FWH within Saudi Arabia and offers practical implications for HR managers implementing FWH. - As a first study in the Middle Eastern/Saudi context to apply dual qualitative triangulation (interviews and documentary analysis), it surfaces employee-centered social and contextual factors of FWH linked to positive attitudes toward productivity. Contextual data parameters: 32 interviews (~40 minutes each) and 278 employee comments over two years support these insights.

Findings indicate that employees associate FWH with improved mindfulness, better quality of time, and enhanced productivity, directly addressing the research question on factors that contribute to employees’ positive attitudes toward productivity. By triangulating interviews and documentary evidence, the study validates that FWH’s social and contextual dimensions—captured in employees’ own voices—are salient drivers of positive productivity attitudes. The results underscore the importance of considering culture- and region-specific elements when designing FWH policies in Saudi organizations and provide actionable insights for HR managers to align FWH offerings with employee needs to foster productivity.

The study contributes by (1) foregrounding employees’ social and contextual antecedents of FWH linked to productivity in a Saudi organization, (2) employing a novel dual qualitative triangulation design (cross-sectional interviews and longitudinal document analysis) in this regional context, and (3) extending theory-driven inquiry via SET. It exposes culture-specific facets of FWH and indicates that employees expect FWH to enhance mindfulness, time quality, and productivity. Future research should compare multiple organizations to identify common and undiscovered FWH factors affecting productivity, and broaden scope across different industries and countries to enrich HRM knowledge and practice.

The research was conducted within a single corporation in Saudi Arabia, which may limit generalizability. There was no cross-organizational comparison; the authors suggest future studies across various organizations, industries, and countries. Although triangulation mitigates bias, qualitative methods inherently carry subjectivity, and findings are context-specific.