An Investigation into Employees’ Factors of Flexible Working Hours (FWH) for Productivity in Saudi: A Qualitative Triangulation

An Investigation into Employees’ Factors of Flexible Working Hours (FWH) for Productivity in Saudi: A Qualitative Triangulation | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article An Investigation into Employees’ Factors of Flexible Working Hours (FWH) for Productivity in Saudi: A Qualitative Triangulation Mohamed Mohiya This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-3567132/v1 This work is licensed under a CC BY 4.0 License Status: Under Review Version 1 posted 5 You are reading this latest preprint version Abstract Background One of the most controversial HRM topics that has received extensive attention from academics and practitioners communities over the past two decades is Flexible Working Hours (FWH) and its impact on productivity. Nevertheless, the work is mostly focused on business and organizational aspects neglecting the employees’ health perspectives. Most importantly, there is a lack of a strong theoretical foundation. Thus, unlike other work, the present study focuses heavily on the employees’ perspective based on a theory; namely: Social Exchange Theory (SET). SET is valuable because it magnifies the importance of the employee as a partner who is in reciprocal social relations. This study aims to explore and evaluate the antecedents of FWH, mainly: employees’ health-related factors, which affect their productivity. Key major concepts to emerge from the literature analysis are brought together, and grouped under mindfulness/well-being. Methods Two triangulated sets of qualitative data were collected, namely: semi-structured interviews and document analysis (cross-sectional and longitudinal). Thirty-two interviews were conducted with employees and with management. Document analysis is a novel source of data that was extracted from the company’s internal technological platform and contains employees’ first-hand computerized typewritten comments about FWH. Results The adopted qualitative triangulated methods assist in interrogation to allow other undiscovered factors to emerge from the analysis of the data which are grouped as sub-themes under quality of time, namely: mid-break, morning and evening person, sleeping and tardiness, and social life. The most significant factors found affecting employees’ decision to demand FWH for productivity are midday breaks, traffic/transportation, and schooling. Conclusions The finding reveals that HR practitioners need to recognize employees’ health and social factors before applying FWH practice. This research lies in the fact that it is one of the first HR health studies to contribute to advancing theoretical and empirical knowledge, particularly in Saudi Arabia. Based on findings from this empirical inquiry, this present research makes an original and important contribution to HR health scholarship and reflects theoretical rigor (Social Exchange Theory), methodological (triangulation methods), empirical, and practical. For example, theoretical contributions regarding SET’s reciprocity “ black box ” were highlighted. Flexible Working Hours Social Exchange Theory Thematic Analysis Triangulation Productivity Document Analysis Figures Figure 1 1. Introduction and Research Background Due to stiff competition in businesses, the difficulties and pressures that employees experience inside the workplace and outside have increased which, consequently, negatively affected employees’ performance and engagement. Moreover, employees experience high pressure from work and society which affects their well-being negatively (Guest, 2017 ). Therefore, FWH becomes one of solutions that HR suggest to serve both, employees and organizations (e.g., Galea et al., 2014), by increasing productivity (de Sivatte et al., 2015; Ho & Kuvaas, 2020; Perry-Smith &Blum, 2000) and, at the same time, increasing employees’ wellbeing (Yang and Zheng, 2011). Although the work about Flexible working hours (FWH) and its impact on productivity have received extensive attention from HRM academics and practitioners within the past decade (e.g., Soga et al., 2022; Austin-Egole et al., 2020 ; Ewald et al., 2020; Pavlova, 2020 ; Guest, 2017 ; Galea et al., 2014), the work mostly focused on organizational and job perspectives neglecting HR and employees’ health needs which are not directly work-related reasons. For example, existing HRM studies have focused on the impact and consequences of FWH on organizations’ productivity and performance (e.g., Austin-Egole et al., 2020 ; Pavlova, 2020 ). The social and employee-related antecedents/factors behind the demands for FWH which they believe have affected their productivity are still unfolding remain scarce, and lack theoretical clarity. This present HRM research addresses this gap by focusing on employees’ perspectives to identify and investigate the antecedents of employees’ health and social issues of FWH that affect productivity. Theoretically, due to a lack or absence of a strong theoretical foundation in FWH research with relation to productivity, mainly social theory, this research adopts Social Exchange Theory (SET) for several reasons. First, SET is one of the most influential theories in HRM mainly found useful in explaining the relationship between employees and employers which is based on reciprocity conveying benefited resources (Cropanzano et al., 2017; Cropanzano and Mitchell, 2005 ; Saks, 2006 ). The approach has the distinct advantage of recognizing employees’ health and social issues. Second, SET is relational to the context and aim of the present research. As of FWH’s issues are social issues not directly job-related factors, SET is a ‘social’ theory that sees FWH’s factors as ‘social’ because it recognizes the social aspect through employees’ social experience. Third, this current research is a qualitative study driven by social theory that has been adapted in advance of the data collection. The role of theory is fundamental as a vehicle in the present research. However, qualitative scholars often use theory as something that emerges from the data collection and analysis (Bryman, 2015). Fourth, the theoretical lens of SET assists in serving the main aim of this research by offering a clearer explanation and better understanding to identify and investigate FWH’s factors that affect employees’ productivity. SET sees the FWH’s factors that contribute to productivity as resources. In general, the relationship between reciprocity and resources in SET is interdependent. Resources in FWH are essential for productivity. Employees will choose to produce in response to the resources they receive from their employer (Saks, 2006 ). According to Cropanzano and Mitchell ( 2005 ), once employees receive socioemotional and economic resources from their employer, they, in return, feel obliged to respond in kind and repay the employer. Therefore, the resources/factors of SET assist in investigating the types of resources that employees expect to receive from employers in FWH and how this contributes to productivity. Methodologically speaking, most existing HRM studies about FWH in relation to productivity use wither single quantitative method which indicates there is a qualitative methodological gap, particularly triangulation methods. Within the context of the current research, a qualitative approach is not only appropriate but also needed. The two qualitative methods help to uncover unknown FWH’s social and health factors related to employees in a new and unique context, a Saudi Arabian organization. Based on the evaluation of relevant empirical HRM studies, the researcher realizes that the approach drawn from the research questions and the overall strategy of the research required a need for qualitative triangulation research methods, compared to a quantitative method. The advantage of qualitative research is that it allows the researcher to gain a greater perspective into the insights of the participant because it provides the opportunity for the power of words to prevail. An example is a semi-structured interview. Instead of tick boxes and Likert scales (quantitative research), qualitative research asks for self-expression and an interpretation of how the subject feels and understands. A qualitative approach seeks answers to questions that stress what and how social experience is created and given meaning. In contrast, quantitative studies emphasize the measurement and analysis of causal relationships between variables, not processes. The two triangulated qualitative methods that will be used in the present study are semi-structured interviews and a document analysis approach (combined longitudinal and cross-sectional designs). The two qualitative methods are ‘equally and parallel’ which can be viewed as exact equivalents to serve the purpose of the study by addressing the research questions. Most importantly, these two triangulated methods will help improve objectivity, validity, and credibility. Moreover, the two qualitative sources offer rich data to answer the research questions sufficiently. Additionally, using triangulation methods will minimize the common method bias. The two approaches tend to be available for data collection in research studies: longitudinal and cross-sectional research—this research uses both. The present research, through having data from the document that provides reactions accumulative of employees’ experiences about FWH covered two years long, typically fits the description of longitudinal research. For example, the document analysis covers two years and the semi-structured interview covers three months. For the present research, both cross-sectional and longitudinal provide rich accounts of the employees’ accumulative experience with FWH. Contextually, FWH should not be copied from one organization or country to another due to social and cultural differences. Based on the analysis of the relevant literature about FWH in the Middle East, particularly Saudi Arabia, it found limited empirical-based evidence studies are exploring and investigating the FWH’s health and social factors, such as mental issues, life, and family, affecting productivity. This present research seeks to address this contextual knowledge gap. 2. Review of Literature and Social Exchange Theory (SET) Arrangements for flexible working hours (FWH) are ‘reciprocally advantageous accords’ that employees and organizations enter into to enhance the productivity of employees and produce higher profitability for organizations (Ramakrishnan and Arokiasamy, 2019: 553). Presently, there is an increased focus by HRM scholars and practitioners on this tool as it benefits both organizations and employees (e.g., Soga et al., 2022; Austin-Egole et al., 2020 ; Ewald et al., 2020; Pavlova, 2020 ; Guest, 2017 ). Indeed, a variety of employee-oriented practices that facilitate either temporal or spatial flexibility in work processes exist. There is no universally applicable structure of FWH that can be applied to all forms of vocations and organizations. Organizations may, based on individual requirements, choose to use various combinations of different arrangements (Kalleberg, 2003). Ciarniene and Vienazindiene ( 2018 ) found flexible beginning and end of working time to be a form of compressed work week, and flexible vacation to be the most preferred type of FWH. It was also found that employees preferred temporal rather than place flexibility. Pitt-Catsouphes and colleagues ( 2009 ) are of the firm conviction that specific types of FWH that are successful in one organization could be ineffective in another. As such, it would be advisable to design FWH based on the unique contextual needs and situations, such as social and health needs in a particular, and thus, FWH should not be copied from one organization to another. Social Exchange Theory (SET) is one of the oldest and most widely used theories (Homans, 1958 ), and can be considered to be “... one of the most influential conceptual paradigms in HRM” (Cropanzano and Mitchell, 2005 : 874). Within the context of this research, due to a lack and absence of a strong theoretical foundation in FWH research with relation to productivity, mainly social theory, this research adopts Social Exchange Theory (SET) for several reasons. First, SET is one of the most influential theories in HR mainly found useful in explaining the relationship between employees and employers which is based on reciprocity conveying benefited resources (Cropanzano et al., 2017; Cropanzano and Mitchell, 2005 ; Saks, 2006 ). The approach has the distinct advantage of recognizing employees’ health and social issues. Second, SET is relational to the context and aim of the present research. As of FWH’s issues are social issues not directly work-related factors, SET is a ‘social’ theory that sees FWH’s factors as ‘social’ because it recognizes the social aspect through employees’ social experience. Third, this current research is a qualitative study driven by social theory that has been adapted in advance of the data collection. The role of theory is fundamental as a vehicle in the present research. However, qualitative scholars often use theory as something that emerges from the data collection and analysis (Bryman, 2015). Fourth, the theoretical lens of SET assists in serving the main aim of this research by offering a clearer explanation and better understanding to identify and investigate FWH’s factors that affect employees’ productivity. SET sees the factors that contribute to productivity as resources. In general, the relationship between reciprocity and resources in SET is interdependent. Employers need to provide employees with resources that will oblige them to reciprocate in kind with engagement (Saks, 2006 ). Ultimately, reciprocity in FWH contains and conveys resources. Therefore, resources in FWH are essential for productivity. Employees will choose to produce in response to the resources they receive from their employer (Saks, 2006 ). According to Cropanzano and Mitchell ( 2005 ), once employees receive socioemotional and economic resources from their employer, they, in return, feel obliged to respond in kind and repay the employer. Therefore, the FWH’s resources/factors of SET assist in investigating the types of resources that employees expect to receive from employers. It is based on this theoretical perspective that it is assumed that employees will be willing to trade their high productivity with the resources of FWH offered by the employers. Ultimately, this mutual trade off could facilitate enhanced productivity for the organization. 3. FWH’s Relevant Empirical Studies FWH has been the subject matter of empirical examination across the world (e.g., Soga et al., 2022; Austin-Egole et al., 2020 ; Ewald et al., 2020; Pavlova, 2020 ; Guest, 2017 ; Galea et al., 2014; Uglanova and Dettmers, 2018 ). The benefits of offering FWH to employees are manifold. It has multiple benefits to employees, including reduced work-life conflict, stress, and burnout; better physical and mental health; positive attitude; enhanced levels of performance, efficiency, engagement, effectiveness, and productivity (Austin-Egole et al., 2020 ; Pavlova, 2020 ; Attia et al. , 2014). It is also found to facilitate enhanced levels of job execution (Attia et al. , 2014). Another significant benefit is that it functions as an enabler of work-life-balance (Hyondong and Yaping, 2016; Shagvaliyeva & Yazdanifard, 2014 ; Galea et al., 2014; Jain and Swami, 2014 and Pitt-Catsouphes et al., 2009 ). It was also found to significantly reduce fatigue and distractions that could affect productivity (Glass, 2004 ). A recent study by Ramakrishnan and Arokiasamy (2019) found that FWH arrangements positively influence employee performance. The earlier notion that working additional hours could help enhance productivity has now been empirically proved wrong (Ruderman et al., 2017 ). Evidence exists to show that it could adversely affect employee well-being and could create health issues for the employees which could, in turn, impede productivity resulting in decreased effectiveness (Ruderman et al., 2017 ). Many research HRM studies (e.g., Judge et al. , 2001) have indicated that poor employee well-being could result in a multitude of problems including high turnover, reduced performance, and productivity. These findings highlight the need for due and adequate attention given by employers towards their employees’ well-being. Mindfulness has been identified as an aspect that is capable of exerting a positive impact on the overall health and wellness of employees (O’Brien, 2018; Brown and Ryan 2003; Lieberman, 2015 ). As this highlights the importance of mindfulness at the workplace, it is now pertinent to have a discussion on the need for mindfulness at the workplace. Mindfulness is generally defined to include “... focusing one’s attention in a non-judgmental or accepting way on the experience occurring in the present moment” (Marlatt and Kristeller, 1999). It is the opposite of the state of mind wherein attention is preoccupied with unnecessary thought patterns and worries (Brown and Ryan, 2003). Mindfulness is capable of creating a workplace replete with positive energy, optimized relations, and communications, where distractions give way to focus and self-awareness (O’Brien, 2018; Tang et al ., 2007). In summary, there are several deficits identified in the HRM studies examined above the theoretical base, clarity of concept and construct of FWH, and a general lack of qualitative methodology, mainly triangulation. Moreover, the substance of FWH’s non-work contextual factors from the employees’ and social perspectives were neither identified nor examined to find out their impact on productivity. The studies reviewed found to serve areas of the organization; they do not incorporate HR or employees’ social issues in the Middle East, specifically Saudi Arabia. The purpose of the present study is to identify and investigate employees’ related and social antecedents of FWH that could contribute towards productivity or the resultant productivity. Unlike other HR studies that mostly focus on organizational issues, the present research heavily focuses on the employees’ perspective, mainly because they are the ones who demand FWH for certain needs. Based on this purpose, the research question is framed as: What factors related to FWH contribute towards employees’ positive attitude to productivity in Saudi organizations? The study has been undertaken using a qualitative methodology, which is detailed in the following section. 4. Methodology The present study adopts a qualitative approach to address the developed research question. Generally, scientists and philosophers have emphasized that all knowledge is theory-laden (e.g. Guba and Lincoln, 1994) and all of the methods are theory-driven (Morgan, 1983). Qualitative research is used to enhance the understanding of theoretical knowledge (Parse, 1987). Based on that, SET will be challenged in the present study to identify and investigate the factors of FWH in relation to productivity which can be seen as a resource in SET. This will be achieved using qualitative methodology. There is a lack of empirical studies using a mixed qualitative methodology to identify the FWH’s factors and their impact on productivity. Therefore, this research addresses this methodological gap by using a qualitative approach. In this research, a qualitative approach is not only appropriate but also needed. Based on the evaluation of relevant empirical studies, the researcher realizes that the approach drawn from the research question and the overall strategy of the research required a need for qualitative triangulation research methods, compared to a quantitative method. In answering the research question, a mixed triangulation of the qualitative approach seems to be the most appropriate course of action for choosing appropriate methods to collect data. In considering the advantages of the triangulation approach, proponents of the case for triangulated methods believe that this approach opens up avenues for inquiry, thus allowing researchers to better answer the research question. It is widely agreed that triangulation assists in compensating for the shortcomings of using one single method (Steckler et al., 1992), thus enhancing data quality and producing a richer tapestry of information from which to conclude. The two triangulated qualitative methods that will be used in the present study are semi-structured interviews and document analysis. The two qualitative methods are ‘equally and parallel’ which can be viewed as exact equivalents to serve the purpose of the study by addressing the research question. To the researcher’s knowledge, this is the first research about FWH and productivity in Middle Eastern organizations, particularly Saudi Arabia, uses two qualitative triangulation methods (cross-sectional and longitudinal), namely: interviews and documentary analysis. There are several reasons for using these two triangulation methods in this research. Firstly, using the two triangulation methods to improve objectivity on the limitations of qualitative methodology is low objectivity. As a result, the best way to improve objectivity is to triangulate across multiple fallible perspectives. Secondly, triangulation methods in this present research offer rich data to answer the research question sufficiently. Thirdly, using triangulation of two data sources enhances validity and credibility by cross-examining results from one form of data collection with another. For example, the document contains employees’ 278 comments over two years, and thirty-two interviews cover most of the employees’ issues about FWH. For this research, the data triangulation can help create greater confidence and confirmation in the overall results of the research (Bogdan and Biklen, 2006). Fourthly, the two triangulated qualitative methods decrease the researcher’s bias (Denzin, 1978). Multiple qualitative methods are employed to the collecting of data as a means of minimizing the common method bias and limitations inherent in each method (Denzin, 1978). For example, unlike semi-structured interviews, the document analysis method used in the current research contains 278 comments written first-hand by employees with no involvement by the researcher, which consequently, decreases the bias. Fifthly, two approaches tend to be available for data collection in research studies: longitudinal and cross-sectional research—this research uses both. The present research, through having data from the document that provides reactions accumulative of employees’ reactions over two years, typically fits the description of longitudinal research. For example, the document analysis covers two years and the semi-structured interview covers three months. Both cross-sectional and longitudinal provide rich accounts of the employees’ accumulative experience with FHW in relation to productivity. The semi-structured interview is a method used to collect data by using a series of questions typically designed to address the research question. It was acknowledged that there was a need to explore deeply into understanding what and how the FWH’s social and health factors affect employees’ productivity. Semi-structured interviews provide the flexibility to probe further when the participants express something of importance to them. The list of interview questions was in English and the interview questions were short, simple, clear, and direct. The documents used in the present study were obtained from a novel source as they were obtained from the internal technological platform containing employees’ interactions and discussions about FWH. The organization invited its employees to voluntarily interact with each other and comment about FWH. The document analysis has been produced from the first-hand computerized typewritten comments of employees, with no involvement by the researcher, which minimizes the possibility of bias. All documents contain unabridged text taken verbatim from the platform and unaltered by the researcher. This method is the only study undertaken in Saudi Arabia using this methodology. “ Documents of all types can help the researcher uncover meaning, develop understanding, and discover insights relevant to the research problem ” (Merriam, 1988: 118) The total number of conducted interviews is thirty two with an average duration of 40 minutes. Two reasons for conducting thirty two interviews with employees. First, from interview number twenty nine and onwards, most of the information started to become repetitive. Second, the day of the last interview was the expiry date of the permission given by the accessed company. All interviewees had agreed to the use of an audio recording device in advance before being utilized in the data collection. All of the recordings were subsequently transcribed by the researcher. All of the interviewees are full-time employees working at the company. In addition, all interviews were in English and all interviewees were fluent which helps to avoid any risks of any mistranslation. With regard to the document analysis, purposive sampling was used to focus on comments written by employees in the document about their needs and demands of FWH. The researcher should analyze the relevance of documents to the research problem and aim (Bowen, 2009). As the received document was divided into subjects/topics that the employees commented on, the researcher focused on the relevant topic which was entitled: “Flexible Work Schedule”. This topic is rich as it has 278 comments with an average 80 words for each comment submitted by one employee which means there are 278 employees participated in the document. In this research, the coding process was done manually. Unlike electronic computerized software, manual coding allows the researcher to reflect on analysis (Wicks, 2017). One of the disadvantages of using manual doing, in particular with large data sets, is less efficient or manageable (Saldaña, 2015 ). As a result, this may lead to missing important aspects of the data. However, for the present research, the researcher has spent a large amount of time and effort to organize and read the data multiple times ensuring there are no missing key relevant factors. All of the interviews were transcribed by the researcher, ensuring that there were no errors and that the data was accurate. The interviews’ transcriptions and documents were used equally weighted and parallel. The researcher read the transcription several times to determine that they were free from any mistakes or other possible errors to ensure that they were in addressing with the research aim and question. For the present research, the process of analyzing the qualitative data involved: preparation of data; familiarisation with data; generating initial codes; collating similar codes into pre-existing or emerging themes; re-reading and reviewing themes that related to the research question; and refining themes. This process was done through creative engagement with the data and following intuition (Wicks, 2017; Saldaña, 2015 ; Braun and Clarke, 2006 ). Manually, the analysis of interviews was completed through the use of Thematic Analysis (TA) by starting with coding key factors. Through the identified themes, the data will be allowed to capture an explanation of possible reality through evidence, which ultimately helps address the research question sufficiently, as suggested by Braun and Clarke ( 2006 ). Through the coding process of TA, the entire data set is used to explore meaningful, frequent, and relevant patterns that emerge (Braun and Clarke, 2006 ). A similar approach was applied to the document. The document contains 278 comments which are remarkably large data to organize, manage, and analyze. However, TA helps to ease this problem. This method of analysis minimally organizes, describes, and analyses the data set in rich detail. The coding process in the document started by looking for the pre-existing while taking into consideration SET’s lens (reciprocity and resources). The researcher’s reasons for using a coding of thematic analysis are: that it creates a space of flexibility, identified factors can be applied to this process, it saves time and effort, and it is well-suited to large data sets. 5. Findings Analysis and Discussion The 32 semi-structured interviews and 278 specific comments pertaining to FWH and productivity were identified and subjected to detailed analysis to arrive at the findings. The present study focuses on input from employees, since productivity through FWH relies heavily on employee health and social issues. A consensus was observed among the employees that while FWH is provided by the organization, it would positively contribute towards higher levels of productivity from the side of the employees, thereby pointing towards the general assumption of SET (Nammir et al. , 2012; Homans, 1958 ). The findings of the study show that the vast majority of employees opined that productivity is likely to increase mainly due to FWH offering higher levels of mindfulness and the resultant physical and mental well-being. The findings of the study have been derived from a rigorous and systematic qualitative approach, wherein earlier literature was thoroughly reviewed, and recommendations of the doyens (e.g., Munsch, 2016; Dodson, 2013; Stone and Hernandez, 2013), in the field were closely followed. The key findings and themes and the identified factors of well-being/mindfulness and quality of time in FWH that affect productivity are presented in Table 1 below, followed by a detailed analysis of each main and sub-factor. Table 1 Factors that influence FWH toward productivity (developed by the author) Key Factors of FWH enhance productivity Redundancy number Mindfulness/wellbeing Total of 328 comments Traffic/Transportation 162 School and Children/Kids 155 Hospital/Medical 19 Quality of Time Total of 432 comments Mid-break 274 Morning and evening person 79 Sleeping and tardiness 73 Social life 137 6.1 Mindfulness/Well-being The major key themes of mindfulness/well-being that emerged from the literature analysis which could be dealt with by FWH include traffic/transportation, school and children, and medical reasons. “FWH provides the employee the peace of mind” Comment#13 “FWH will increase productivity and efficiency, because when employee has less stress he/she can be more efficient and give high productivity” Comment#53 Each of the mindfulness/well-being’s sub-themes is detailed below: 6.1.1 Traffic and Transportation The analysis found that employees perceive traffic and transportation as the major issue that adversely affects productivity. Studies by Askenazy ( 2004 ) and Fagnani and Letablier ( 2004 ) found that fatigue arising out of commuting could negatively affect the productivity of employees. The TA revealed that the vast majority of comments (162) show that employees strongly believe that FWH could significantly influence productivity positively, as staggering working hours could help in adjusting their commuting time to be in tune with the normal rush hours. Many studies have pointed towards this possibility (Bloka et al. , 2012; Folkman and Lantta, 1978; Greer and Payne, 2014 and Lister and Harnish, 2011 ). Stephens and Szajna (1998) found one of the benefits of FWH to be reduced commuter stress. Lister and Harnish ( 2011 ) observed that FWH is beneficial to the employees as well as society. While for the employees it could help to provide mindfulness, society as a whole stands to benefit due to fewer drivers on the road during rush hour and the resultant reduced traffic pollution. In regular working hours, the vast majority of employees are compelled to spend large periods negotiating the traffic before arriving at the workplace. It was also opined by many that during rush hours there is a possible higher risk of accidents. This was found to induce stress in the minds of commuting employees, thus affecting their mental and physical health and well-being and thereby impairing their quintessential productivity and effectiveness. Hurriedness induced due to undue pressure on employees is a major problem at the workplace (Anttila et al., 2015 ). Though employees are capable of absorbing time pressure to a certain extent (Green, 2006). It could also have impacts on employees’ emotions and lead to increased stress, fatigue and exhaustion. There is also the possibility of its after-effects spilling on to family lives, thereby having adverse consequences on performance (Voydanoff, 2004 ). A few comments expressed by the employees about FWH and traffic are presented below: “FWH will help both the employee and company, especially at this time, due to peak traffic and the long time that the employee is required to spend getting to work locations. It will reduce traffic and allow more time to get from/to work and it will increase employee productivity” Comment#43 “To begin with it will eliminate the traffic jams and congestion which we face each morning and evening (hundreds if not thousands using same road/gates at the same time). FWH will help increase productivity as people will try to focus on work rather than following a time table.” interview#17 “The biggest advantage of FWH is to avoid traffic jams on the roads” interview#8 6.1.2 School and Children The next factor that emerged from the analysis was about school and children. A total of 155 comments were found to be made about school and children. The comments pointed towards the direction that with FWH, the parents would be capable of dealing with the stress of dropping and picking up the children, which would both directly and indirectly help in enhancing the level of mindfulness. Many scholars have examined this aspect and found childcare to be one area that would be influenced by FWH (Jackson and Fransman, 2018; Clarke and Holdsworth, 2017 ; Koekemoer and Downes, 2011). The findings of Clarke and Holdsworth ( 2017 ), who did extensive work in this area, are that proper childcare is one area which would be facilitated by FWH. This would help employees to be more productive at the workplace. A few comments about school and children which were expressed by the employees with relation to FWH and productivity are presented below: “Almost all employees have to take their kids to school in the morning before 7:00AM. This will delay employees arriving to his work location on time and therefore affects his productivity and mode.” interview#9 “I totally agree that starting and ending at a different time (i.e. 7:30am-4:30pm, 8:00am-5:00pm) increases productivity and efficiency of the employees, especially for the employees who have kids at school” Comment#79 “Yes, FWH helps employee with his children to take them to school during the schools period and this extends the social engagement with his children through delivering them to their schools, this the one hour changing in schedule time maybe will Increase the employee productivity and efficiency of the work” Comment#157 6.1.3 Hospital and Medical reasons Opinions (149 comments) were also expressed with regards to the need for FWH to deal with hospital and medical emergencies. Ciarniene and Vienazindiene ( 2018 ) found this aspect to be more gender specific, claiming that women employees stand to benefit considerably if FWH is provided. Further, women need to attend to others’ health requirement, not just for their personal health needs. They have to take care of the health requirement of the family (spouse and kids) as well as the extended family (parents and in-laws). Taking the unique collectivist social situation prevalent in Saudi Arabia where extended family is the norm and each family having multiple children, this is of prime importance for working women. Some comments about medical and hospital needs which were expressed by the employees with relation to FWH and productivity are presented below: “FWH is a great idea as it gives the employee a small space of freedom where he/she can perform other mandatory duties such as attending a hospital appointment.” interview#13 “FWH will be of particularly benefit for those with families or who have suffered in health.” Comment#82 “FWH is an advantage for both employer and employees that has a positive impact on productivity, quality and efficiency and, in return, on social health” Comment#15 6.2 Quality of time One of the advantages of qualitative research, particularly document analysis, is it provides the flexibility to interrogate the data to allow new patterns or themes to emerge from the analysis that have not been discovered in the literature (Braun and Clarke, 2006 ). Thus a new major theme and sub-themes that emerged and was coded based on the theoretical lens of the SET was grouped and termed as ‘quality of time’. Quality of time has been found to be of paramount importance rather than quantity of time spent at the work place by Puech and Durand (2017). Better quality of time has the potential to positively influence engagement and increase the productivity of employees (Askenazy, 2004 ; Boniwell and Osin, 2015; Fagnani and Letablier, 2004 ). The new sub-themes that emerged from the study under this domain include breaks for lunch, sleeping and tardiness, and night/morning people. They are detailed in the following sub-sections. “The bottom line is to have an employee performing his/her duties with quality and in a timely manner, while maintaining a good balance between work and family” Comment#301 6.2.1 Mid-Break The factor that has received the highest number of frequencies regarding FWH and productivity was mid-break. These employees were of the strong conviction that having a continuous work time avoiding a break in between would be advantageous to them in many ways. This could help them to have a late lunch with their family members, thereby making it possible to spend more quality time with their families. Employees strongly believe that mid-break during RWH has negative impact on their productivity. This is a new finding that has emerged out of the study. Previous literature has not examined this point, which highlights the possibility FWH enabling employees to produce high quality and mindful work, and the resultant productivity for them and the organization. As stated by Braun and Clarke ( 2006 ), it is the advantage of TA that it permits new pattern or themes to emerge from the data. The present study has thus made a new contribution towards FWH literature that employees perceive mid-break as an impediment towards mindfulness and the resultant productivity and they prefer to avoid it. Some examples of those comments are presented below: “I would prefer to work without one hour break. Productivity after break is less than before.” interview#19 “If we talk about productivity, we should redesign the work with no breaks.” Comment#258 “I agree to make the work schedule without lunch time. I believe it will increase the productivity.” Comment#203 6.2.2 Morning and evening In many developed countries, free evenings associated with temporal and spatial flexibility is now a common practice (Fagan et al. , 2012). They consider this as a transition from the rest while industrial regime to the recent “... post industrial working-time regime ” (Anttila et al., 2015 ). This new regime provides for various FWH options like diversification with respect to the length and pattern of working time, “... work intensity and time squeeze”, as well as narrowing down of the boundaries between work and leisure time (Rubery et al., 2005 ). Some comments that were expressed by the employees with relation to FWH and productivity are presented below: “Definitely FWH schedules is something the company should consider in this day and age. Some have different needs and some have different times during the day that they have peak or slump periods. Not everyone is a morning person and many have issues with this which is reflected by a wasted number of hours the person does not even get started with actual work until he/she is alert. Giving a flexible time would let the person start at his own pace” interview#14 “The normal person’s active mental and physical’s productivity starts at the early morning hrs till noon time.” Comment#153 “Allows people to work [at a time] that they accomplish the most, feel their freshest and enjoy working (e.g. morning person vs. night person).” interview#24 “Each person has different time where he/she is most productive. For me, as such, I become more productive during the evening time and least productive during the early morning.” Comment#146 The analysis of the data found 79 participants about the advantages of working either in the morning or evening. These employees expressed their opinion that FWH which permits the option to work either morning or evening time would help in bringing in the required mindfulness and the resultant productivity. This substantiates the findings of Ruderman et al., ( 2017 ), who observed that providing temporal flexibility would deliver employees the opportunity for rejuvenation and recharging. Further, a form of “... working-time mosaic” has been found by Anttila et al. ( 2015 ) to provide employees with a form of autonomy, which could result in better productivity. Many earlier studies have also identified positive relationship between temporal flexibility and various aspects related to the time available for personal, family and social life (Bianchi and Milkie, 2010 ), wellness and health (Harma and Kecklund, 2010). 6.2.3 Sleeping and tardiness As many as 73 employees commented that FWH that is capable of offering better sleeping patterns and higher energy could result in higher levels of productivity. Many studies, for instance Ciarniene and Vienazindiene ( 2018 ), Fuller and Hirsh, (2019) and Williams ( 2010 ), found that the lack of proper sleep and tardiness would result in reduced mindfulness. Glass ( 2004 ) and Hyondong and Yaping (2016) have found that fatigue and distractions could be significantly reduced and productivity enhanced through allowing temporal FWH. This aspect has unique applicability in the Saudi society, which is highly collectivist in nature. Many previous studies have identified the uniqueness of the Saudi society in various aspects including culture and tradition (Alessa, 2017 ; Algumzi, 2017 ). “I believe FWH is necessary from my view point. Sleep deprivation impacts productivity without a doubt and could cause serious traffic accidents for those who commute.” Interview#5 “Needless to say that inadequate sleeping time will have an adverse effect not only on productivity levels” Comment#95 “FWH gives employees the flexibility to select his own schedule based on his circumstances, and this surely will impact on the productivity of employees once they feel that they can satisfy their desires through selection the time they sleep and the time they work and the time they allocate for their families and obligations.” Interview#23 “FWH increases productivity and efficiency or will it have a positive improvement on employees by avoiding traffic and tiredness” Comment#171 6.2.4 Social life A total of 137 employees believe that FWH would offer better social life. Saudi society has various unique aspects including the value it assigns to social life and the prevalent collectivist culture (Alessa, 2017 ; Algumzi, 2017 ; Hofstede et al., 2008 ). According to Hofstede (2011), collectivists stress on the “we” rather than “I”. They rely heavily on maintaining group harmony and welfare, ahead of the individual. Evidences show that Saudi Arabia ranks high in collectivism as they value traditional customs and societal values (Long, 2005 ). From the analysis it is found that employees have a view that FWH would offer the employees the opportunity for better quality time with their family and friends, as well as meeting their social requirements. A few comments expressed by the employees about FWH and productivity are presented below: “Starting at 7:00 is not practical for employee productivity since the current lifestyle is different than what it was years ago. A big percentage of people stay late at night to stay in harmony with social life that includes friends and family visiting, shopping, keeping that at night time to relax at day time after work” Comment#94 “Other benefits might be indirect, like productivity and morale increase as employees will be able to work during the hours that fit their personal life and style.” Comment#88 “I think it is a great idea. FWH will allow employee to work with less conflict with other life commitments.” Comment#218 “It provides better work/ life balance for employees and allows them to manage their own time in a better way which will eventually increase the productivity.” Interview#4 The findings of the study are in perfect alignment with SET. As early as in 1959, Thibaut and Kelley propounded that parties who are involved in the exchange process weigh the benefits and costs of achieving a particular goal, which determines the level of commitment and satisfaction towards the particular relationship. In the organizational context, SET expounds the exchange of resources between two parties in the form of ‘imperfect’ markets through a social process. Thus resources, irrespective of their tangibility, enable interactions or relationships between the parties (Nammir et al. , 2012). In the present research, the employees expressed their willingness to exchange positive attitude and the resultant productivity for FWH from the side of the employer. Through the theoretical lens of SET and based on the analysis of the finding, the below model was developed. ---------------------------------- INSERT FIGURE 1 HERE ----------------------------------- 6. Research contributions and limitations The present work contributes substantially to academic and corporate research: empirically, theoretically, and methodologically. From the analysis of results, this research revealed significant theoretical contributions, mainly regarding the reciprocity process of social exchange (the so-called ‘ Black Box’ ). Social Exchange Theory is one of the most influential theories in HRM (Cropanzano et al., 2017; Cropanzano, Mitchell, 2005 ; Saks, 2006 ). Although FWH is more related to employees’ health and social lives, there is a very limited number of HRM studies about FWH based on a social theory. This research takes SET to a new and different context, FWH with relation to productivity. The theoretical analysis of the present research findings has found that most of the antecedents of FWH that affect employees’ productivity are health and social issues. This supports the earlier justifications regarding the choice of SET as a theoretical foundation. The analysis of the findings of this study makes several theoretical contributions. First, this research has contributed to theoretical knowledge about the process of the social exchange “ black box ” in general, and within the FWH context in particular. The exploration of the “ process ” of reciprocity of social exchange has been neglected in the HRM literature. Several scholars have stressed a strong need for theoretical knowledge regarding the process of reciprocity “black box” of social exchange (Liden et al., 1997; Cropanzano and Mitchell, 2005 ). The analysis of the present research has found that the lack of providing recourses (health and social factors) negatively affects the reciprocity process which ultimately affects productivity. In other words, effective reciprocity is based on the continuous of exchanging needs and resources. The research found effective reciprocity needs to be supported and facilitated smoothly. The second significant SET’s theoretical contribution concerns how transactions/interactions in FWH context are generated. Cropanzano and Mitchell ( 2005 : 876) say of the generation of social interaction in the workplace: “the process begins when at least one participant makes a ‘move’, and if the other reciprocates, new rounds of exchange initiate”. The analysis of the findings found that employer’s neglecting employees’ demands about FWH affect their productivity. The relationship depends on the reciprocal interactions of the employees (Gonzalez et al., 2013; Chui et al., 2013), employees’ productivity is found to be contingent on the employer’s action to reciprocate employees’ FWH health and social needs with the resources that the employee expects to receive. The research also makes a new methodological contribution. The first methodological original contribution is that the two methods used in the present research combined longitudinal and cross-sectional designs. The document analysis method covered a two-year period (longitudinal) which helped to address the research question, in particular. On the other hand, semi-structured interviews (cross-sectional) were conducted over three months. These two approaches tend to be available for data collection in research studies: longitudinal and cross-sectional research, but this research uses both. The present research, however, through having data from the document that covered multiple points in time. Second, the present research draws on exceptionally rich data which were explored deeply through two qualitative methods (triangulation methods). As a result, several interesting and new themes emerged from the findings. For example, document analysis is relevant to the present research and contains 278 first-handed computerized typewritten comments by employees with no involvement from the researcher, which consequently decreases the subjectivity and researcher’s bias. Third, these two qualitative triangulated methods were interrogated to allow several key themes to emerge from the data which contribute to the body of literature. The new sub-themes that emerged from the study under the quality of time include midday breaks, sleeping and tardiness, and night/morning people. For example, midday was found to be one of the new results of the FWH study that significantly impacted productivity. The relevance of this method to FWH itself is something that is not easily viable with quantitative methods. Empirically, the results of this research help HR practitioners in the Middle East, particularly in Saudi Arabia because FWH is contextual taking into consideration health and social aspects. HR practitioners in the Middle East, particularly in Saudi Arabia, could benefit from the identified factors of FWH that this research has produced and applied. The first limitation of the present research relates to the cultural issues. Hence, it might be argued that the results may be unique to the Saudi organization, or may not be applicable to other cultures and countries. Second, the empirical findings cannot be generalized because they are based on a single organization in Saudi; therefore, a comparison of two or more organizations would offer a general understanding and identification of undiscovered and common factors of FWH that affect productivity. Third, future studies could be undertaken in a broad cross-sectional of organizations in the country. Such HRM studies would undoubtedly provide further interesting results that could be beneficial for employers and employees. The outcomes of these HRM studies would also contribute substantially to the bountiful HRM literature on FWH. Despite the present work being the outcome of research conducted in a single multinational corporation, it does facilitate the drawing up of multiple general inferences in a unique and undiscovered context, Saudi Arabia, regarding the need and demand for FWH among employees. It also provides some implications to HR managers for implementing FWH. Being the first such study to be conducted in the Middle East, and especially in Saudi Arabia, it has enabled the exposition of the region and culture-specific aspects of FWH. The employees strongly perceive that FWH would benefit them in multiple ways. Further, the employees are of the strong conviction that FWH will enhance their mindfulness and the quality of their time for higher organizational productivity. It is expected that the present work will act as a trigger for further in-depth studies in this area. Declarations Ethics approval and consent to participate Ethical approval: The ethical issues were seriously taken into account during the research process to maintain integrity and ensure compliance with Ethics Committee requirements at the University of Glasgow. In the present research, all of the participants’ information were anonymous. Consent to participate: Informed consent was obtained from all participants. To reduce any potential concerns, the initial email sent to the access company to forward to prospective interviewees mentioned the purpose of the research and asked receivers to read the plain language statement along with the consent form. Additionally, the email also included a confidentiality statement. The email also stated that the interviewees’ information would remain confidential and used solely for the study. All participants were asked whether they consented voluntarily to be a participant in this study. They were told they could refuse to answer any question and could withdraw from the study at any time, without needing to justify their decision and without prejudice. From the received document analysis, it was impossible to determine how each individual (employee) participated as the commenters’ names and information are completely anonymous, including their job titles. Consent for publication Not applicable Availability of data and materials Data are available from the corresponding author upon request. Competing interests The author declare that they have no competing interests. Funding Not applicable Acknowledgments The author extends appreciation to King Khalid University Authors' information Mohamed Mohiya is an Associate Professor in Human Resources Management at King Khalid University, Abha, Saudi Arabia. He holds PhD in Human Resources Management from the University of Glasgow, United Kingdom. Mohamed has published several research papers in top-indexed tier journals, such as the Journal of Business Research and the Journal of Knowledge Management. His research interest spans a wide variety of HR-related topics. Mohamed Mohiya can be reached at: [email protected] References Alessa, A. (2017), “Self-efficacy and Motivations among Saudi Employees Toward Creating their Own Business”, International Journal of Business and Management , Vol. 12 No. 6, pp 75-88. Algumzi, A. A. (2017), The Impact of Islamic Culture on Business Ethics: Saudi Arabia and the Practice of Wasta , Unpublished thesis submitted to Lancaster University. Anttila,T., Oinas, T., Tammelin, M. and Natti, J. (2015), “Working-Time Regimes and Work-Life Balance in Europe”, European Sociological Review , Vol. 31 No. 6, pp. 713–724. Askenazy, P. (2004), “Shorter work time, hours flexibility and labour force intensification”, Eastern Economic Journal , Vol. 20 No. 4, pp. 603–314. Austin-Egole, I. S., Iheriohanma, E. B., & Nwokorie, C. (2020). Flexible working arrangements and organizational performance: An overview. IOSR Journal of Humanities and Social Science (IOSR-JHSS), 25(5), 50-59. Bianchi, S. and Milkie, M. (2010), “Work and family research in the first decade of the 21st century”, Journal of Marriage and the Family , Vol. 72, pp. 705–725. Blau, P. M. (1964), Exchange and power in social life , Transaction Publishers. Braun, V. and Clarke, V. (2006), “Using thematic analysis in psychology” Qualitative research in psychology, Vol 3 No. 2, pp. 77–101. Ciarniene, R. and Vienazindiene, M. (2018), “Flexible Work Arrangements from Generation and Gender Perspectives: Evidence from Lithuania”, InzinerineEkonomika-Engineering Economics, Vol. 29 No. 1, pp. 84–92 Clarke, S. and Holdsworth, L. (2017), Flexibility in the Workplace: Implications of flexible work arrangements for individuals, teams and organisations . No. 03/17. Cropanzano, R., and Mitchell, S. (2005), “Social exchange theory: An interdisciplinary review”, Journal of Management , Vol. 31 No. 6, pp. 874-900. Fagnani, J. and Letablier, M. (2004), “Work and family life balance: The Impact of the 35-Hour laws in France’ work”, Employment and Society , Vol. 18 No. 3, pp. 551–572. Glass, J. (2004), “Blessing or curse? Work-family policies and mother’s wage growth over time”, Work and Occupations , Vol. 31 No. 3, pp. 367–394. Guest, D. E. (2017). Human resource management and employee well‐being: Towards a new analytic framework. Human resource management journal, 27(1), 22-38. Hofstede, G., Hofstede, G. J., Minkov, M., and Vinken, H. (2008). Values survey module Homans, G. C. (1958), “Social behavior as exchange” American Journal of Sociology , pp. 597-606. Lieberman, C. (2015), “Is Something Lost When We Use Mindfulness as a Productivity Tool?”, Harvard Business Review , August, pp. 2-5. Lister, K., and Harnish, T. (2011), The state of telework in the U. S.: How individuals, business, and government benefit . San Diego, CA: Telework Research Network. Long, D. E. (2005). Culture and customs of Saudi Arabia , Westport, Connecticut: Greenwood Press. O’Brien, A. N. (2018), “Mindfulness helps lower employee stress and improve productivity”, Corridor Business Journal , July – Aug, pp. 5. Pavlova, O. (2020). The impact of flexible working arrangements on competitive advantages of organization. In 14th prof. Vladas Gronskas International scientific conference (pp. 55-61). Pitt-Catsouphes, M., Matz-Costa, C., and Besen, E. (2009), “Workplace Flexibility: Findings from the Age and Generations Study” The Sloan Centre on Aging and Work. Issue brief , Vol. 19, pp. 1–21. Rossy, L. (2013), Mindfulness Cuts Stress, Boosts Productivity, T + D , August, pp. 70-72. Rubery, J., Ward, K., Grimshaw, D., and Beynon, H. (2005), “Working time, industrial relations and the employment relationship”, Time and Society , Vol. 14, pp. 89–111. Ruderman, M. N., Clerkin, C. and Deal, J. J. (2017), How to Prevent Overwork from Killing Productivity, White Paper, Center for Creative Leadership. Saks, A. M. (2006), Antecedents and consequences of employee engagement. Journal of Managerial Psychology , Vol. 21 No. 7, pp. 600-619. Saldaña, J., (2015), The coding manual for qualitative researchers , Sage. Schooleman, S. (2014), Mind over matter: Mindfulness boosts productivity, MGMA Connection , August, pp. 45-47. Shagvaliyeva, S., & Yazdanifard, R. (2014). Impact of flexible working hours on work-life balance. American Journal of Industrial and Business Management, 2014. Uglanova, E. and Dettmers, J. (2018) “Sustained Effects of Flexible Working Time Arrangements on Subjective Well-Being”, Journal of Happiness Studies , Vol. 19, pp. 1727–1748. Voydanoff. P. (2004) “The Effects of Work Demands and Resources on Work‐to‐Family Conflict and Facilitation”, Journal of Marriage and Family , Vol. 66 No. 2, pp. 398–412. Williams, J. (2010), Reshaping the work-family debate . Cambridge, MA: Harvard University Press Cite Share Download PDF Status: Under Review Version 1 posted Editorial decision: Reject after peer review and invite resubmission 03 Apr, 2024 Reviewers agreed at journal 05 Jan, 2024 Reviewers invited by journal 15 Dec, 2023 Editor assigned by journal 07 Nov, 2023 First submitted to journal 06 Nov, 2023 You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-3567132","acceptedTermsAndConditions":true,"allowDirectSubmit":false,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":260359453,"identity":"5e939a60-6e31-4526-af2c-5835aa7d9b3d","order_by":0,"name":"Mohamed Mohiya","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA1ElEQVRIiWNgGAWjYDCCA0DM2CDBwMDeAGQZWJCihQfEMpAgWguQkEgAcYnQwnf7AOuGjzssEvtnPr+64UeBBAN/e3cCXi2S5xLYbs48I5E443ZO2c0eoMMkzpzdgFeLwRkGttu8bRKJDbdz0m7wALUYSOQSqWX+zTNpN/+QpGXDDfZjt4myRfIMY9vNmW0SxhvP5LDdljGQ4CHoF74zzMdufGyrk513/Pizm2/+2Mjxt/fi1wKNFAbHBgYeAxCDh4ByBLAHppgHRKseBaNgFIyCkQUANeBNOLeIs+0AAAAASUVORK5CYII=","orcid":"https://orcid.org/0000-0002-6701-3071","institution":"King Khalid University","correspondingAuthor":true,"submittingAuthor":false,"prefix":"","firstName":"Mohamed","middleName":"","lastName":"Mohiya","suffix":""}],"badges":[],"createdAt":"2023-11-06 09:02:41","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-3567132/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-3567132/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":48551094,"identity":"8dcc66bb-0036-433e-b215-988aea1d7834","added_by":"auto","created_at":"2023-12-20 17:42:33","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":65659,"visible":true,"origin":"","legend":"\u003cp\u003eConceptual Model based on SET (developed by the author)\u003c/p\u003e","description":"","filename":"1.png","url":"https://assets-eu.researchsquare.com/files/rs-3567132/v1/1e2a11d7863051d715bc5504.png"},{"id":48551984,"identity":"445eaf35-6f87-48b4-8bcd-07ad1cb3e4f1","added_by":"auto","created_at":"2023-12-20 17:50:33","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":426857,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-3567132/v1/a7749811-d752-44f8-a665-db0dfc916960.pdf"}],"financialInterests":"","formattedTitle":"An Investigation into Employees’ Factors of Flexible Working Hours (FWH) for Productivity in Saudi: A Qualitative Triangulation","fulltext":[{"header":"1. Introduction and Research Background","content":"\u003cp\u003eDue to stiff competition in businesses, the difficulties and pressures that employees experience inside the workplace and outside have increased which, consequently, negatively affected employees\u0026rsquo; performance and engagement. Moreover, employees experience high pressure from work and society which affects their well-being negatively (Guest, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Therefore, FWH becomes one of solutions that HR suggest to serve both, employees and organizations (e.g., Galea et al., 2014), by increasing productivity (de Sivatte et al., 2015; Ho \u0026amp; Kuvaas, 2020; Perry-Smith \u0026amp;Blum, 2000) and, at the same time, increasing employees\u0026rsquo; wellbeing (Yang and Zheng, 2011).\u003c/p\u003e \u003cp\u003eAlthough the work about Flexible working hours (FWH) and its impact on productivity have received extensive attention from HRM academics and practitioners within the past decade (e.g., Soga et al., 2022; Austin-Egole et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Ewald et al., 2020; Pavlova, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Guest, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Galea et al., 2014), the work mostly focused on organizational and job perspectives neglecting HR and employees\u0026rsquo; health needs which are not directly work-related reasons. For example, existing HRM studies have focused on the impact and consequences of FWH on organizations\u0026rsquo; productivity and performance (e.g., Austin-Egole et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Pavlova, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). The social and employee-related antecedents/factors behind the demands for FWH which they believe have affected their productivity are still unfolding remain scarce, and lack theoretical clarity. This present HRM research addresses this gap by focusing on employees\u0026rsquo; perspectives to identify and investigate the antecedents of employees\u0026rsquo; health and social issues of FWH that affect productivity.\u003c/p\u003e \u003cp\u003eTheoretically, due to a lack or absence of a strong theoretical foundation in FWH research with relation to productivity, mainly social theory, this research adopts Social Exchange Theory (SET) for several reasons. First, SET is one of the most influential theories in HRM mainly found useful in explaining the relationship between employees and employers which is based on reciprocity conveying benefited resources (Cropanzano et al., 2017; Cropanzano and Mitchell, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Saks, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). The approach has the distinct advantage of recognizing employees\u0026rsquo; health and social issues. Second, SET is relational to the context and aim of the present research. As of FWH\u0026rsquo;s issues are social issues not directly job-related factors, SET is a \u0026lsquo;social\u0026rsquo; theory that sees FWH\u0026rsquo;s factors as \u0026lsquo;social\u0026rsquo; because it recognizes the social aspect through employees\u0026rsquo; social experience.\u003c/p\u003e \u003cp\u003eThird, this current research is a qualitative study driven by social theory that has been adapted in advance of the data collection. The role of theory is fundamental as a vehicle in the present research. However, qualitative scholars often use theory as something that emerges from the data collection and analysis (Bryman, 2015). Fourth, the theoretical lens of SET assists in serving the main aim of this research by offering a clearer explanation and better understanding to identify and investigate FWH\u0026rsquo;s factors that affect employees\u0026rsquo; productivity. SET sees the FWH\u0026rsquo;s factors that contribute to productivity as resources. In general, the relationship between reciprocity and resources in SET is interdependent. Resources in FWH are essential for productivity. Employees will choose to produce in response to the resources they receive from their employer (Saks, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). According to Cropanzano and Mitchell (\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2005\u003c/span\u003e), once employees receive socioemotional and economic resources from their employer, they, in return, feel obliged to respond in kind and repay the employer. Therefore, the resources/factors of SET assist in investigating the types of resources that employees expect to receive from employers in FWH and how this contributes to productivity.\u003c/p\u003e \u003cp\u003eMethodologically speaking, most existing HRM studies about FWH in relation to productivity use wither single quantitative method which indicates there is a qualitative methodological gap, particularly triangulation methods. Within the context of the current research, a qualitative approach is not only appropriate but also needed. The two qualitative methods help to uncover unknown FWH\u0026rsquo;s social and health factors related to employees in a new and unique context, a Saudi Arabian organization. Based on the evaluation of relevant empirical HRM studies, the researcher realizes that the approach drawn from the research questions and the overall strategy of the research required a need for qualitative triangulation research methods, compared to a quantitative method. The advantage of qualitative research is that it allows the researcher to gain a greater perspective into the insights of the participant because it provides the opportunity for the power of words to prevail. An example is a semi-structured interview. Instead of tick boxes and Likert scales (quantitative research), qualitative research asks for self-expression and an interpretation of how the subject feels and understands. A qualitative approach seeks answers to questions that stress what and how social experience is created and given meaning. In contrast, quantitative studies emphasize the measurement and analysis of causal relationships between variables, not processes.\u003c/p\u003e \u003cp\u003eThe two triangulated qualitative methods that will be used in the present study are semi-structured interviews and a document analysis approach (combined longitudinal and cross-sectional designs). The two qualitative methods are \u0026lsquo;equally and parallel\u0026rsquo; which can be viewed as exact equivalents to serve the purpose of the study by addressing the research questions. Most importantly, these two triangulated methods will help improve objectivity, validity, and credibility. Moreover, the two qualitative sources offer rich data to answer the research questions sufficiently. Additionally, using triangulation methods will minimize the common method bias.\u003c/p\u003e \u003cp\u003eThe two approaches tend to be available for data collection in research studies: longitudinal and cross-sectional research\u0026mdash;this research uses both. The present research, through having data from the document that provides reactions accumulative of employees\u0026rsquo; experiences about FWH covered two years long, typically fits the description of longitudinal research. For example, the document analysis covers two years and the semi-structured interview covers three months. For the present research, both cross-sectional and longitudinal provide rich accounts of the employees\u0026rsquo; accumulative experience with FWH.\u003c/p\u003e \u003cp\u003eContextually, FWH should not be copied from one organization or country to another due to social and cultural differences. Based on the analysis of the relevant literature about FWH in the Middle East, particularly Saudi Arabia, it found limited empirical-based evidence studies are exploring and investigating the FWH\u0026rsquo;s health and social factors, such as mental issues, life, and family, affecting productivity. This present research seeks to address this contextual knowledge gap.\u003c/p\u003e"},{"header":"2. Review of Literature and Social Exchange Theory (SET)","content":"\u003cp\u003eArrangements for flexible working hours (FWH) are \u003cem\u003e\u0026lsquo;reciprocally advantageous accords\u0026rsquo;\u003c/em\u003e that employees and organizations enter into to enhance the productivity of employees and produce higher profitability for organizations (Ramakrishnan and Arokiasamy, 2019: 553). Presently, there is an increased focus by HRM scholars and practitioners on this tool as it benefits both organizations and employees (e.g., Soga et al., 2022; Austin-Egole et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Ewald et al., 2020; Pavlova, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Guest, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Indeed, a variety of employee-oriented practices that facilitate either temporal or spatial flexibility in work processes exist.\u003c/p\u003e \u003cp\u003eThere is no universally applicable structure of FWH that can be applied to all forms of vocations and organizations. Organizations may, based on individual requirements, choose to use various combinations of different arrangements (Kalleberg, 2003). Ciarniene and Vienazindiene (\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) found flexible beginning and end of working time to be a form of compressed work week, and flexible vacation to be the most preferred type of FWH. It was also found that employees preferred temporal rather than place flexibility. Pitt-Catsouphes and colleagues (\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2009\u003c/span\u003e) are of the firm conviction that specific types of FWH that are successful in one organization could be ineffective in another. As such, it would be advisable to design FWH based on the unique contextual needs and situations, such as social and health needs in a particular, and thus, FWH should not be copied from one organization to another.\u003c/p\u003e \u003cp\u003eSocial Exchange Theory (SET) is one of the oldest and most widely used theories (Homans, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e1958\u003c/span\u003e), and can be considered to be \u003cem\u003e\u0026ldquo;... one of the most influential conceptual paradigms in HRM\u0026rdquo;\u003c/em\u003e (Cropanzano and Mitchell, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2005\u003c/span\u003e: 874). Within the context of this research, due to a lack and absence of a strong theoretical foundation in FWH research with relation to productivity, mainly social theory, this research adopts Social Exchange Theory (SET) for several reasons. First, SET is one of the most influential theories in HR mainly found useful in explaining the relationship between employees and employers which is based on reciprocity conveying benefited resources (Cropanzano et al., 2017; Cropanzano and Mitchell, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Saks, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). The approach has the distinct advantage of recognizing employees\u0026rsquo; health and social issues. Second, SET is relational to the context and aim of the present research. As of FWH\u0026rsquo;s issues are social issues not directly work-related factors, SET is a \u0026lsquo;social\u0026rsquo; theory that sees FWH\u0026rsquo;s factors as \u0026lsquo;social\u0026rsquo; because it recognizes the social aspect through employees\u0026rsquo; social experience.\u003c/p\u003e \u003cp\u003eThird, this current research is a qualitative study driven by social theory that has been adapted in advance of the data collection. The role of theory is fundamental as a vehicle in the present research. However, qualitative scholars often use theory as something that emerges from the data collection and analysis (Bryman, 2015). Fourth, the theoretical lens of SET assists in serving the main aim of this research by offering a clearer explanation and better understanding to identify and investigate FWH\u0026rsquo;s factors that affect employees\u0026rsquo; productivity. SET sees the factors that contribute to productivity as resources.\u003c/p\u003e \u003cp\u003eIn general, the relationship between reciprocity and resources in SET is interdependent. Employers need to provide employees with resources that will oblige them to reciprocate in kind with engagement (Saks, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). Ultimately, reciprocity in FWH contains and conveys resources. Therefore, resources in FWH are essential for productivity. Employees will choose to produce in response to the resources they receive from their employer (Saks, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). According to Cropanzano and Mitchell (\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2005\u003c/span\u003e), once employees receive socioemotional and economic resources from their employer, they, in return, feel obliged to respond in kind and repay the employer. Therefore, the FWH\u0026rsquo;s resources/factors of SET assist in investigating the types of resources that employees expect to receive from employers. It is based on this theoretical perspective that it is assumed that employees will be willing to trade their high productivity with the resources of FWH offered by the employers. Ultimately, this mutual trade off could facilitate enhanced productivity for the organization.\u003c/p\u003e"},{"header":"3. FWH’s Relevant Empirical Studies","content":"\u003cp\u003eFWH has been the subject matter of empirical examination across the world (e.g., Soga et al., 2022; Austin-Egole et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Ewald et al., 2020; Pavlova, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Guest, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Galea et al., 2014; Uglanova and Dettmers, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). The benefits of offering FWH to employees are manifold. It has multiple benefits to employees, including reduced work-life conflict, stress, and burnout; better physical and mental health; positive attitude; enhanced levels of performance, efficiency, engagement, effectiveness, and productivity (Austin-Egole et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Pavlova, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Attia \u003cem\u003eet al.\u003c/em\u003e, 2014). It is also found to facilitate enhanced levels of job execution (Attia \u003cem\u003eet al.\u003c/em\u003e, 2014).\u003c/p\u003e \u003cp\u003eAnother significant benefit is that it functions as an enabler of work-life-balance (Hyondong and Yaping, 2016; Shagvaliyeva \u0026amp; Yazdanifard, \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Galea et al., 2014; Jain and Swami, 2014 and Pitt-Catsouphes et al., \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). It was also found to significantly reduce fatigue and distractions that could affect productivity (Glass, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2004\u003c/span\u003e). A recent study by Ramakrishnan and Arokiasamy (2019) found that FWH arrangements positively influence employee performance.\u003c/p\u003e \u003cp\u003eThe earlier notion that working additional hours could help enhance productivity has now been empirically proved wrong (Ruderman et al., \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Evidence exists to show that it could adversely affect employee well-being and could create health issues for the employees which could, in turn, impede productivity resulting in decreased effectiveness (Ruderman et al., \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Many research HRM studies (e.g., Judge \u003cem\u003eet al.\u003c/em\u003e, 2001) have indicated that poor employee well-being could result in a multitude of problems including high turnover, reduced performance, and productivity. These findings highlight the need for due and adequate attention given by employers towards their employees\u0026rsquo; well-being.\u003c/p\u003e \u003cp\u003eMindfulness has been identified as an aspect that is capable of exerting a positive impact on the overall health and wellness of employees (O\u0026rsquo;Brien, 2018; Brown and Ryan 2003; Lieberman, \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). As this highlights the importance of mindfulness at the workplace, it is now pertinent to have a discussion on the need for mindfulness at the workplace.\u003c/p\u003e \u003cp\u003eMindfulness is generally defined to include \u0026ldquo;... focusing one\u0026rsquo;s attention in a non-judgmental or accepting way on the experience occurring in the present moment\u0026rdquo; (Marlatt and Kristeller, 1999). It is the opposite of the state of mind wherein attention is preoccupied with unnecessary thought patterns and worries (Brown and Ryan, 2003). Mindfulness is capable of creating a workplace replete with positive energy, optimized relations, and communications, where distractions give way to focus and self-awareness (O\u0026rsquo;Brien, 2018; Tang \u003cem\u003eet al\u003c/em\u003e., 2007).\u003c/p\u003e \u003cp\u003eIn summary, there are several deficits identified in the HRM studies examined above the theoretical base, clarity of concept and construct of FWH, and a general lack of qualitative methodology, mainly triangulation. Moreover, the substance of FWH\u0026rsquo;s non-work contextual factors from the employees\u0026rsquo; and social perspectives were neither identified nor examined to find out their impact on productivity. The studies reviewed found to serve areas of the organization; they do not incorporate HR or employees\u0026rsquo; social issues in the Middle East, specifically Saudi Arabia.\u003c/p\u003e \u003cp\u003eThe purpose of the present study is to identify and investigate employees\u0026rsquo; related and social antecedents of FWH that could contribute towards productivity or the resultant productivity. Unlike other HR studies that mostly focus on organizational issues, the present research heavily focuses on the employees\u0026rsquo; perspective, mainly because they are the ones who demand FWH for certain needs. Based on this purpose, the research question is framed as:\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eWhat factors related to FWH contribute towards employees\u0026rsquo; positive attitude to productivity in Saudi organizations?\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003eThe study has been undertaken using a qualitative methodology, which is detailed in the following section.\u003c/p\u003e"},{"header":"4. Methodology","content":"\u003cp\u003eThe present study adopts a qualitative approach to address the developed research question. Generally, scientists and philosophers have emphasized that all knowledge is theory-laden (e.g. Guba and Lincoln, 1994) and all of the methods are theory-driven (Morgan, 1983). Qualitative research is used to enhance the understanding of theoretical knowledge (Parse, 1987). Based on that, SET will be challenged in the present study to identify and investigate the factors of FWH in relation to productivity which can be seen as a resource in SET. This will be achieved using qualitative methodology.\u003c/p\u003e \u003cp\u003eThere is a lack of empirical studies using a mixed qualitative methodology to identify the FWH\u0026rsquo;s factors and their impact on productivity. Therefore, this research addresses this methodological gap by using a qualitative approach. In this research, a qualitative approach is not only appropriate but also needed. Based on the evaluation of relevant empirical studies, the researcher realizes that the approach drawn from the research question and the overall strategy of the research required a need for qualitative triangulation research methods, compared to a quantitative method.\u003c/p\u003e \u003cp\u003eIn answering the research question, a mixed triangulation of the qualitative approach seems to be the most appropriate course of action for choosing appropriate methods to collect data. In considering the advantages of the triangulation approach, proponents of the case for triangulated methods believe that this approach opens up avenues for inquiry, thus allowing researchers to better answer the research question. It is widely agreed that triangulation assists in compensating for the shortcomings of using one single method (Steckler et al., 1992), thus enhancing data quality and producing a richer tapestry of information from which to conclude.\u003c/p\u003e \u003cp\u003eThe two triangulated qualitative methods that will be used in the present study are semi-structured interviews and document analysis. The two qualitative methods are \u0026lsquo;equally and parallel\u0026rsquo; which can be viewed as exact equivalents to serve the purpose of the study by addressing the research question. To the researcher\u0026rsquo;s knowledge, this is the first research about FWH and productivity in Middle Eastern organizations, particularly Saudi Arabia, uses two qualitative triangulation methods (cross-sectional and longitudinal), namely: interviews and documentary analysis.\u003c/p\u003e \u003cp\u003eThere are several reasons for using these two triangulation methods in this research. Firstly, using the two triangulation methods to improve objectivity on the limitations of qualitative methodology is low objectivity. As a result, the best way to improve objectivity is to triangulate across multiple fallible perspectives. Secondly, triangulation methods in this present research offer rich data to answer the research question sufficiently. Thirdly, using triangulation of two data sources enhances validity and credibility by cross-examining results from one form of data collection with another. For example, the document contains employees\u0026rsquo; 278 comments over two years, and thirty-two interviews cover most of the employees\u0026rsquo; issues about FWH. For this research, the data triangulation can help create greater confidence and confirmation in the overall results of the research (Bogdan and Biklen, 2006).\u003c/p\u003e \u003cp\u003eFourthly, the two triangulated qualitative methods decrease the researcher\u0026rsquo;s bias (Denzin, 1978). Multiple qualitative methods are employed to the collecting of data as a means of minimizing the common method bias and limitations inherent in each method (Denzin, 1978). For example, unlike semi-structured interviews, the document analysis method used in the current research contains 278 comments written first-hand by employees with no involvement by the researcher, which consequently, decreases the bias. Fifthly, two approaches tend to be available for data collection in research studies: longitudinal and cross-sectional research\u0026mdash;this research uses both. The present research, through having data from the document that provides reactions accumulative of employees\u0026rsquo; reactions over two years, typically fits the description of longitudinal research. For example, the document analysis covers two years and the semi-structured interview covers three months. Both cross-sectional and longitudinal provide rich accounts of the employees\u0026rsquo; accumulative experience with FHW in relation to productivity.\u003c/p\u003e \u003cp\u003eThe semi-structured interview is a method used to collect data by using a series of questions typically designed to address the research question. It was acknowledged that there was a need to explore deeply into understanding what and how the FWH\u0026rsquo;s social and health factors affect employees\u0026rsquo; productivity. Semi-structured interviews provide the flexibility to probe further when the participants express something of importance to them. The list of interview questions was in English and the interview questions were short, simple, clear, and direct.\u003c/p\u003e \u003cp\u003eThe documents used in the present study were obtained from a novel source as they were obtained from the internal technological platform containing employees\u0026rsquo; interactions and discussions about FWH. The organization invited its employees to voluntarily interact with each other and comment about FWH. The document analysis has been produced from the first-hand computerized typewritten comments of employees, with no involvement by the researcher, which minimizes the possibility of bias. All documents contain unabridged text taken verbatim from the platform and unaltered by the researcher. This method is the only study undertaken in Saudi Arabia using this methodology.\u003c/p\u003e \u003cp\u003e\u0026ldquo;\u003cem\u003eDocuments of all types can help the researcher uncover meaning, develop understanding, and discover insights relevant to the research problem\u003c/em\u003e\u0026rdquo; (Merriam, 1988: 118)\u003c/p\u003e \u003cp\u003eThe total number of conducted interviews is thirty two with an average duration of 40 minutes. Two reasons for conducting thirty two interviews with employees. First, from interview number twenty nine and onwards, most of the information started to become repetitive. Second, the day of the last interview was the expiry date of the permission given by the accessed company. All interviewees had agreed to the use of an audio recording device in advance before being utilized in the data collection. All of the recordings were subsequently transcribed by the researcher. All of the interviewees are full-time employees working at the company. In addition, all interviews were in English and all interviewees were fluent which helps to avoid any risks of any mistranslation.\u003c/p\u003e \u003cp\u003eWith regard to the document analysis, purposive sampling was used to focus on comments written by employees in the document about their needs and demands of FWH. The researcher should analyze the relevance of documents to the research problem and aim (Bowen, 2009). As the received document was divided into subjects/topics that the employees commented on, the researcher focused on the relevant topic which was entitled: \u0026ldquo;Flexible Work Schedule\u0026rdquo;. This topic is rich as it has 278 comments with an average 80 words for each comment submitted by one employee which means there are 278 employees participated in the document.\u003c/p\u003e \u003cp\u003eIn this research, the coding process was done manually. Unlike electronic computerized software, manual coding allows the researcher to reflect on analysis (Wicks, 2017). One of the disadvantages of using manual doing, in particular with large data sets, is less efficient or manageable (Salda\u0026ntilde;a, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). As a result, this may lead to missing important aspects of the data. However, for the present research, the researcher has spent a large amount of time and effort to organize and read the data multiple times ensuring there are no missing key relevant factors.\u003c/p\u003e \u003cp\u003eAll of the interviews were transcribed by the researcher, ensuring that there were no errors and that the data was accurate. The interviews\u0026rsquo; transcriptions and documents were used equally weighted and parallel. The researcher read the transcription several times to determine that they were free from any mistakes or other possible errors to ensure that they were in addressing with the research aim and question.\u003c/p\u003e \u003cp\u003eFor the present research, the process of analyzing the qualitative data involved: preparation of data; familiarisation with data; generating initial codes; collating similar codes into pre-existing or emerging themes; re-reading and reviewing themes that related to the research question; and refining themes. This process was done through creative engagement with the data and following intuition (Wicks, 2017; Salda\u0026ntilde;a, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Braun and Clarke, \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2006\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eManually, the analysis of interviews was completed through the use of Thematic Analysis (TA) by starting with coding key factors. Through the identified themes, the data will be allowed to capture an explanation of possible reality through evidence, which ultimately helps address the research question sufficiently, as suggested by Braun and Clarke (\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). Through the coding process of TA, the entire data set is used to explore meaningful, frequent, and relevant patterns that emerge (Braun and Clarke, \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). A similar approach was applied to the document.\u003c/p\u003e \u003cp\u003eThe document contains 278 comments which are remarkably large data to organize, manage, and analyze. However, TA helps to ease this problem. This method of analysis minimally organizes, describes, and analyses the data set in rich detail. The coding process in the document started by looking for the pre-existing while taking into consideration SET\u0026rsquo;s lens (reciprocity and resources). The researcher\u0026rsquo;s reasons for using a coding of thematic analysis are: that it creates a space of flexibility, identified factors can be applied to this process, it saves time and effort, and it is well-suited to large data sets.\u003c/p\u003e"},{"header":"5. Findings Analysis and Discussion","content":"\u003cp\u003eThe 32 semi-structured interviews and 278 specific comments pertaining to FWH and productivity were identified and subjected to detailed analysis to arrive at the findings. The present study focuses on input from employees, since productivity through FWH relies heavily on employee health and social issues. A consensus was observed among the employees that while FWH is provided by the organization, it would positively contribute towards higher levels of productivity from the side of the employees, thereby pointing towards the general assumption of SET (Nammir \u003cem\u003eet al.\u003c/em\u003e, 2012; Homans, \u003cspan\u003e1958\u003c/span\u003e). The findings of the study show that the vast majority of employees opined that productivity is likely to increase mainly due to FWH offering higher levels of mindfulness and the resultant physical and mental well-being.\u003c/p\u003e\n\u003cp\u003eThe findings of the study have been derived from a rigorous and systematic qualitative approach, wherein earlier literature was thoroughly reviewed, and recommendations of the doyens (e.g., Munsch, 2016; Dodson, 2013; Stone and Hernandez, 2013), in the field were closely followed. The key findings and themes and the identified factors of well-being/mindfulness and quality of time in FWH that affect productivity are presented in Table\u0026nbsp;\u003cspan\u003e1\u003c/span\u003e below, followed by a detailed analysis of each main and sub-factor.\u003c/p\u003e\n\u003cdiv\u003e\n \u003ctable id=\"Tab1\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv\u003eTable 1\u003c/div\u003e\n \u003cdiv\u003e\n \u003cp\u003eFactors that influence FWH toward productivity (developed by the author)\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003ccolgroup cols=\"3\"\u003e\u003c/colgroup\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eKey Factors of FWH enhance productivity\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eRedundancy number\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\" rowspan=\"3\"\u003e\n \u003cp\u003eMindfulness/wellbeing\u003c/p\u003e\n \u003cp\u003eTotal of 328 comments\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTraffic/Transportation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e162\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSchool and Children/Kids\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e155\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eHospital/Medical\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e19\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\" rowspan=\"4\"\u003e\n \u003cp\u003eQuality of Time\u003c/p\u003e\n \u003cp\u003eTotal of 432 comments\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMid-break\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e274\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMorning and evening person\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e79\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSleeping and tardiness\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e73\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSocial life\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e137\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cdiv\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec6\"\u003e\n \u003ch2\u003e6.1 Mindfulness/Well-being\u003c/h2\u003e\n \u003cp\u003eThe major key themes of mindfulness/well-being that emerged from the literature analysis which could be dealt with by FWH include traffic/transportation, school and children, and medical reasons.\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;FWH provides the employee the peace of mind\u0026rdquo;\u003c/em\u003e Comment#13\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;FWH will increase productivity and efficiency, because when employee has less stress he/she can be more efficient and give high productivity\u0026rdquo;\u003c/em\u003e Comment#53\u003c/p\u003e\n \u003cp\u003eEach of the mindfulness/well-being\u0026rsquo;s sub-themes is detailed below:\u003c/p\u003e\n \u003cdiv id=\"Sec7\"\u003e\n \u003ch2\u003e6.1.1 Traffic and Transportation\u003c/h2\u003e\n \u003cp\u003eThe analysis found that employees perceive traffic and transportation as the major issue that adversely affects productivity. Studies by Askenazy (\u003cspan\u003e2004\u003c/span\u003e) and Fagnani and Letablier (\u003cspan\u003e2004\u003c/span\u003e) found that fatigue arising out of commuting could negatively affect the productivity of employees. The TA revealed that the vast majority of comments (162) show that employees strongly believe that FWH could significantly influence productivity positively, as staggering working hours could help in adjusting their commuting time to be in tune with the normal rush hours. Many studies have pointed towards this possibility (Bloka \u003cem\u003eet al.\u003c/em\u003e, 2012; Folkman and Lantta, 1978; Greer and Payne, 2014 and Lister and Harnish, \u003cspan\u003e2011\u003c/span\u003e). Stephens and Szajna (1998) found one of the benefits of FWH to be reduced commuter stress. Lister and Harnish (\u003cspan\u003e2011\u003c/span\u003e) observed that FWH is beneficial to the employees as well as society. While for the employees it could help to provide mindfulness, society as a whole stands to benefit due to fewer drivers on the road during rush hour and the resultant reduced traffic pollution.\u003c/p\u003e\n \u003cp\u003eIn regular working hours, the vast majority of employees are compelled to spend large periods negotiating the traffic before arriving at the workplace. It was also opined by many that during rush hours there is a possible higher risk of accidents. This was found to induce stress in the minds of commuting employees, thus affecting their mental and physical health and well-being and thereby impairing their quintessential productivity and effectiveness. Hurriedness induced due to undue pressure on employees is a major problem at the workplace (Anttila et al., \u003cspan\u003e2015\u003c/span\u003e). Though employees are capable of absorbing time pressure to a certain extent (Green, 2006). It could also have impacts on employees\u0026rsquo; emotions and lead to increased stress, fatigue and exhaustion. There is also the possibility of its after-effects spilling on to family lives, thereby having adverse consequences on performance (Voydanoff, \u003cspan\u003e2004\u003c/span\u003e).\u003c/p\u003e\n \u003cp\u003eA few comments expressed by the employees about FWH and traffic are presented below:\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;FWH will help both the employee and company, especially at this time, due to peak traffic and the long time that the employee is required to spend getting to work locations. It will reduce traffic and allow more time to get from/to work and it will increase employee productivity\u0026rdquo;\u003c/em\u003eComment#43\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;To begin with it will eliminate the traffic jams and congestion which we face each morning and evening (hundreds if not thousands using same road/gates at the same time). FWH will help increase productivity as people will try to focus on work rather than following a time table.\u0026rdquo;\u003c/em\u003e interview#17\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;The biggest advantage of FWH is to avoid traffic jams on the roads\u0026rdquo;\u003c/em\u003e interview#8\u003c/p\u003e\n \u003c/div\u003e\n \u003cdiv id=\"Sec8\"\u003e\n \u003ch2\u003e6.1.2 School and Children\u003c/h2\u003e\n \u003cp\u003eThe next factor that emerged from the analysis was about school and children. A total of 155 comments were found to be made about school and children. The comments pointed towards the direction that with FWH, the parents would be capable of dealing with the stress of dropping and picking up the children, which would both directly and indirectly help in enhancing the level of mindfulness. Many scholars have examined this aspect and found childcare to be one area that would be influenced by FWH (Jackson and Fransman, 2018; Clarke and Holdsworth, \u003cspan\u003e2017\u003c/span\u003e; Koekemoer and Downes, 2011).\u003c/p\u003e\n \u003cp\u003eThe findings of Clarke and Holdsworth (\u003cspan\u003e2017\u003c/span\u003e), who did extensive work in this area, are that proper childcare is one area which would be facilitated by FWH. This would help employees to be more productive at the workplace. A few comments about school and children which were expressed by the employees with relation to FWH and productivity are presented below:\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;Almost all employees have to take their kids to school in the morning before 7:00AM. This will delay employees arriving to his work location on time and therefore affects his productivity and mode.\u0026rdquo;\u003c/em\u003e interview#9\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;I totally agree that starting and ending at a different time (i.e. 7:30am-4:30pm, 8:00am-5:00pm) increases productivity and efficiency of the employees, especially for the employees who have kids at school\u0026rdquo;\u003c/em\u003e Comment#79\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;Yes, FWH helps employee with his children to take them to school during the schools period and this extends the social engagement with his children through delivering them to their schools, this the one hour changing in schedule time maybe will Increase the employee productivity and efficiency of the work\u0026rdquo;\u003c/em\u003e Comment#157\u003c/p\u003e\n \u003c/div\u003e\n \u003cdiv id=\"Sec9\"\u003e\n \u003ch2\u003e6.1.3 Hospital and Medical reasons\u003c/h2\u003e\n \u003cp\u003eOpinions (149 comments) were also expressed with regards to the need for FWH to deal with hospital and medical emergencies. Ciarniene and Vienazindiene (\u003cspan\u003e2018\u003c/span\u003e) found this aspect to be more gender specific, claiming that women employees stand to benefit considerably if FWH is provided. Further, women need to attend to others\u0026rsquo; health requirement, not just for their personal health needs. They have to take care of the health requirement of the family (spouse and kids) as well as the extended family (parents and in-laws). Taking the unique collectivist social situation prevalent in Saudi Arabia where extended family is the norm and each family having multiple children, this is of prime importance for working women.\u003c/p\u003e\n \u003cp\u003eSome comments about medical and hospital needs which were expressed by the employees with relation to FWH and productivity are presented below:\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;FWH is a great idea as it gives the employee a small space of freedom where he/she can perform other mandatory duties such as attending a hospital appointment.\u0026rdquo;\u003c/em\u003e interview#13\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;FWH will be of particularly benefit for those with families or who have suffered in health.\u0026rdquo;\u003c/em\u003e Comment#82\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;FWH is an advantage for both employer and employees that has a positive impact on productivity, quality and efficiency and, in return, on social health\u0026rdquo;\u003c/em\u003e Comment#15\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec10\"\u003e\n \u003ch2\u003e6.2 Quality of time\u003c/h2\u003e\n \u003cp\u003eOne of the advantages of qualitative research, particularly document analysis, is it provides the flexibility to interrogate the data to allow new patterns or themes to emerge from the analysis that have not been discovered in the literature (Braun and Clarke, \u003cspan\u003e2006\u003c/span\u003e). Thus a new major theme and sub-themes that emerged and was coded based on the theoretical lens of the SET was grouped and termed as \u0026lsquo;quality of time\u0026rsquo;. Quality of time has been found to be of paramount importance rather than quantity of time spent at the work place by Puech and Durand (2017). Better quality of time has the potential to positively influence engagement and increase the productivity of employees (Askenazy, \u003cspan\u003e2004\u003c/span\u003e; Boniwell and Osin, 2015; Fagnani and Letablier, \u003cspan\u003e2004\u003c/span\u003e). The new sub-themes that emerged from the study under this domain include breaks for lunch, sleeping and tardiness, and night/morning people. They are detailed in the following sub-sections.\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;The bottom line is to have an employee performing his/her duties with quality and in a timely manner, while maintaining a good balance between work and family\u0026rdquo;\u003c/em\u003e Comment#301\u003c/p\u003e\n \u003cdiv id=\"Sec11\"\u003e\n \u003ch2\u003e6.2.1 Mid-Break\u003c/h2\u003e\n \u003cp\u003eThe factor that has received the highest number of frequencies regarding FWH and productivity was mid-break. These employees were of the strong conviction that having a continuous work time avoiding a break in between would be advantageous to them in many ways. This could help them to have a late lunch with their family members, thereby making it possible to spend more quality time with their families. Employees strongly believe that mid-break during RWH has negative impact on their productivity. This is a new finding that has emerged out of the study.\u003c/p\u003e\n \u003cp\u003ePrevious literature has not examined this point, which highlights the possibility FWH enabling employees to produce high quality and mindful work, and the resultant productivity for them and the organization. As stated by Braun and Clarke (\u003cspan\u003e2006\u003c/span\u003e), it is the advantage of TA that it permits new pattern or themes to emerge from the data. The present study has thus made a new contribution towards FWH literature that employees perceive mid-break as an impediment towards mindfulness and the resultant productivity and they prefer to avoid it. Some examples of those comments are presented below:\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;I would prefer to work without one hour break. Productivity after break is less than before.\u0026rdquo;\u003c/em\u003e interview#19\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;If we talk about productivity, we should redesign the work with no breaks.\u0026rdquo; Comment#258\u003c/em\u003e\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;I agree to make the work schedule without lunch time. I believe it will increase the productivity.\u0026rdquo;\u003c/em\u003e Comment#203\u003c/p\u003e\n \u003c/div\u003e\n \u003cdiv id=\"Sec12\"\u003e\n \u003ch2\u003e6.2.2 Morning and evening\u003c/h2\u003e\n \u003cp\u003eIn many developed countries, free evenings associated with temporal and spatial flexibility is now a common practice (Fagan \u003cem\u003eet al.\u003c/em\u003e, 2012). They consider this as a transition from the rest while industrial regime to the recent \u0026ldquo;... \u003cem\u003epost industrial working-time regime\u003c/em\u003e\u0026rdquo; (Anttila et al., \u003cspan\u003e2015\u003c/span\u003e). This new regime provides for various FWH options like diversification with respect to the length and pattern of working time, \u0026ldquo;... work intensity and time squeeze\u0026rdquo;, as well as narrowing down of the boundaries between work and leisure time (Rubery et al., \u003cspan\u003e2005\u003c/span\u003e). Some comments that were expressed by the employees with relation to FWH and productivity are presented below:\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;Definitely FWH schedules is something the company should consider in this day and age. Some have different needs and some have different times during the day that they have peak or slump periods. Not everyone is a morning person and many have issues with this which is reflected by a wasted number of hours the person does not even get started with actual work until he/she is alert. Giving a flexible time would let the person start at his own pace\u0026rdquo;\u003c/em\u003e interview#14\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;The normal person\u0026rsquo;s active mental and physical\u0026rsquo;s productivity starts at the early morning hrs till noon time.\u0026rdquo;\u003c/em\u003e Comment#153\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;Allows people to work [at a time] that they accomplish the most, feel their freshest and enjoy working (e.g. morning person vs. night person).\u0026rdquo;\u003c/em\u003e interview#24\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;Each person has different time where he/she is most productive. For me, as such, I become more productive during the evening time and least productive during the early morning.\u0026rdquo; Comment#146\u003c/em\u003e\u003c/p\u003e\n \u003cp\u003eThe analysis of the data found 79 participants about the advantages of working either in the morning or evening. These employees expressed their opinion that FWH which permits the option to work either morning or evening time would help in bringing in the required mindfulness and the resultant productivity. This substantiates the findings of Ruderman et al., (\u003cspan\u003e2017\u003c/span\u003e), who observed that providing temporal flexibility would deliver employees the opportunity for rejuvenation and recharging. Further, a form of \u0026ldquo;... working-time mosaic\u0026rdquo; has been found by Anttila et al. (\u003cspan\u003e2015\u003c/span\u003e) to provide employees with a form of autonomy, which could result in better productivity. Many earlier studies have also identified positive relationship between temporal flexibility and various aspects related to the time available for personal, family and social life (Bianchi and Milkie, \u003cspan\u003e2010\u003c/span\u003e), wellness and health (Harma and Kecklund, 2010).\u003c/p\u003e\n \u003c/div\u003e\n \u003cdiv id=\"Sec13\"\u003e\n \u003ch2\u003e6.2.3 Sleeping and tardiness\u003c/h2\u003e\n \u003cp\u003eAs many as 73 employees commented that FWH that is capable of offering better sleeping patterns and higher energy could result in higher levels of productivity. Many studies, for instance Ciarniene and Vienazindiene (\u003cspan\u003e2018\u003c/span\u003e), Fuller and Hirsh, (2019) and Williams (\u003cspan\u003e2010\u003c/span\u003e), found that the lack of proper sleep and tardiness would result in reduced mindfulness. Glass (\u003cspan\u003e2004\u003c/span\u003e) and Hyondong and Yaping (2016) have found that fatigue and distractions could be significantly reduced and productivity enhanced through allowing temporal FWH. This aspect has unique applicability in the Saudi society, which is highly collectivist in nature. Many previous studies have identified the uniqueness of the Saudi society in various aspects including culture and tradition (Alessa, \u003cspan\u003e2017\u003c/span\u003e; Algumzi, \u003cspan\u003e2017\u003c/span\u003e).\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;I believe FWH is necessary from my view point. Sleep deprivation impacts productivity without a doubt and could cause serious traffic accidents for those who commute.\u0026rdquo;\u003c/em\u003e Interview#5\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;Needless to say that inadequate sleeping time will have an adverse effect not only on productivity levels\u0026rdquo;\u003c/em\u003e Comment#95\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;FWH gives employees the flexibility to select his own schedule based on his circumstances, and this surely will impact on the productivity of employees once they feel that they can satisfy their desires through selection the time they sleep and the time they work and the time they allocate for their families and obligations.\u0026rdquo;\u003c/em\u003e Interview#23\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;FWH increases productivity and efficiency or will it have a positive improvement on employees by avoiding traffic and tiredness\u0026rdquo;\u003c/em\u003e Comment#171\u003c/p\u003e\n \u003c/div\u003e\n \u003cdiv id=\"Sec14\"\u003e\n \u003ch2\u003e6.2.4 Social life\u003c/h2\u003e\n \u003cp\u003eA total of 137 employees believe that FWH would offer better social life. Saudi society has various unique aspects including the value it assigns to social life and the prevalent collectivist culture (Alessa, \u003cspan\u003e2017\u003c/span\u003e; Algumzi, \u003cspan\u003e2017\u003c/span\u003e; Hofstede et al., \u003cspan\u003e2008\u003c/span\u003e). According to Hofstede (2011), collectivists stress on the \u0026ldquo;we\u0026rdquo; rather than \u0026ldquo;I\u0026rdquo;. They rely heavily on maintaining group harmony and welfare, ahead of the individual. Evidences show that Saudi Arabia ranks high in collectivism as they value traditional customs and societal values (Long, \u003cspan\u003e2005\u003c/span\u003e). From the analysis it is found that employees have a view that FWH would offer the employees the opportunity for better quality time with their family and friends, as well as meeting their social requirements. A few comments expressed by the employees about FWH and productivity are presented below:\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;Starting at 7:00 is not practical for employee productivity since the current lifestyle is different than what it was years ago. A big percentage of people stay late at night to stay in harmony with social life that includes friends and family visiting, shopping, keeping that at night time to relax at day time after work\u0026rdquo;\u003c/em\u003e Comment#94\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;Other benefits might be indirect, like productivity and morale increase as employees will be able to work during the hours that fit their personal life and style.\u0026rdquo;\u003c/em\u003e Comment#88\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;I think it is a great idea. FWH will allow employee to work with less conflict with other life commitments.\u0026rdquo;\u003c/em\u003e Comment#218\u003c/p\u003e\n \u003cp\u003e\u003cem\u003e\u0026ldquo;It provides better work/ life balance for employees and allows them to manage their own time in a better way which will eventually increase the productivity.\u0026rdquo;\u003c/em\u003e Interview#4\u003c/p\u003e\n \u003cp\u003eThe findings of the study are in perfect alignment with SET. As early as in 1959, Thibaut and Kelley propounded that parties who are involved in the exchange process weigh the benefits and costs of achieving a particular goal, which determines the level of commitment and satisfaction towards the particular relationship. In the organizational context, SET expounds the exchange of resources between two parties in the form of \u0026lsquo;imperfect\u0026rsquo; markets through a social process. Thus resources, irrespective of their tangibility, enable interactions or relationships between the parties (Nammir \u003cem\u003eet al.\u003c/em\u003e, 2012). In the present research, the employees expressed their willingness to exchange positive attitude and the resultant productivity for FWH from the side of the employer. Through the theoretical lens of SET and based on the analysis of the finding, the below model was developed.\u003c/p\u003e\n \u003cp\u003e----------------------------------\u003c/p\u003e\n \u003cp\u003eINSERT FIGURE \u003cspan\u003e1\u003c/span\u003e HERE\u003c/p\u003e\n \u003cp\u003e-----------------------------------\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e"},{"header":"6. Research contributions and limitations","content":"\u003cp\u003eThe present work contributes substantially to academic and corporate research: empirically, theoretically, and methodologically. From the analysis of results, this research revealed significant theoretical contributions, mainly regarding the reciprocity process of social exchange (the so-called \u0026lsquo;\u003cem\u003eBlack Box\u0026rsquo;\u003c/em\u003e). Social Exchange Theory is one of the most influential theories in HRM (Cropanzano et al., 2017; Cropanzano, Mitchell, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Saks, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). Although FWH is more related to employees\u0026rsquo; health and social lives, there is a very limited number of HRM studies about FWH based on a social theory. This research takes SET to a new and different context, FWH with relation to productivity. The theoretical analysis of the present research findings has found that most of the antecedents of FWH that affect employees\u0026rsquo; productivity are health and social issues. This supports the earlier justifications regarding the choice of SET as a theoretical foundation.\u003c/p\u003e \u003cp\u003eThe analysis of the findings of this study makes several theoretical contributions. First, this research has contributed to theoretical knowledge about the process of the social exchange \u0026ldquo;\u003cem\u003eblack box\u003c/em\u003e\u0026rdquo; in general, and within the FWH context in particular. The exploration of the \u0026ldquo;\u003cem\u003eprocess\u003c/em\u003e\u0026rdquo; of reciprocity of social exchange has been neglected in the HRM literature. Several scholars have stressed a strong need for theoretical knowledge regarding the process of reciprocity \u003cem\u003e\u0026ldquo;black box\u0026rdquo;\u003c/em\u003e of social exchange (Liden et al., 1997; Cropanzano and Mitchell, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). The analysis of the present research has found that the lack of providing recourses (health and social factors) negatively affects the reciprocity process which ultimately affects productivity. In other words, effective reciprocity is based on the continuous of exchanging needs and resources. The research found effective reciprocity needs to be supported and facilitated smoothly.\u003c/p\u003e \u003cp\u003eThe second significant SET\u0026rsquo;s theoretical contribution concerns how transactions/interactions in FWH context are generated. Cropanzano and Mitchell (\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2005\u003c/span\u003e: 876) say of the generation of social interaction in the workplace: \u003cem\u003e\u0026ldquo;the process begins when at least one participant makes a \u0026lsquo;move\u0026rsquo;, and if the other reciprocates, new rounds of exchange initiate\u0026rdquo;.\u003c/em\u003e The analysis of the findings found that employer\u0026rsquo;s neglecting employees\u0026rsquo; demands about FWH affect their productivity. The relationship depends on the reciprocal interactions of the employees (Gonzalez et al., 2013; Chui et al., 2013), employees\u0026rsquo; productivity is found to be contingent on the employer\u0026rsquo;s action to reciprocate employees\u0026rsquo; FWH health and social needs with the resources that the employee expects to receive.\u003c/p\u003e \u003cp\u003eThe research also makes a new methodological contribution. The first methodological original contribution is that the two methods used in the present research combined longitudinal and cross-sectional designs. The document analysis method covered a two-year period (longitudinal) which helped to address the research question, in particular. On the other hand, semi-structured interviews (cross-sectional) were conducted over three months. These two approaches tend to be available for data collection in research studies: longitudinal and cross-sectional research, but this research uses both. The present research, however, through having data from the document that covered multiple points in time.\u003c/p\u003e \u003cp\u003eSecond, the present research draws on exceptionally rich data which were explored deeply through two qualitative methods (triangulation methods). As a result, several interesting and new themes emerged from the findings. For example, document analysis is relevant to the present research and contains 278 first-handed computerized typewritten comments by employees with no involvement from the researcher, which consequently decreases the subjectivity and researcher\u0026rsquo;s bias. Third, these two qualitative triangulated methods were interrogated to allow several key themes to emerge from the data which contribute to the body of literature. The new sub-themes that emerged from the study under the quality of time include midday breaks, sleeping and tardiness, and night/morning people. For example, midday was found to be one of the new results of the FWH study that significantly impacted productivity. The relevance of this method to FWH itself is something that is not easily viable with quantitative methods.\u003c/p\u003e \u003cp\u003eEmpirically, the results of this research help HR practitioners in the Middle East, particularly in Saudi Arabia because FWH is contextual taking into consideration health and social aspects. HR practitioners in the Middle East, particularly in Saudi Arabia, could benefit from the identified factors of FWH that this research has produced and applied.\u003c/p\u003e \u003cp\u003eThe first limitation of the present research relates to the cultural issues. Hence, it might be argued that the results may be unique to the Saudi organization, or may not be applicable to other cultures and countries. Second, the empirical findings cannot be generalized because they are based on a single organization in Saudi; therefore, a comparison of two or more organizations would offer a general understanding and identification of undiscovered and common factors of FWH that affect productivity. Third, future studies could be undertaken in a broad cross-sectional of organizations in the country. Such HRM studies would undoubtedly provide further interesting results that could be beneficial for employers and employees. The outcomes of these HRM studies would also contribute substantially to the bountiful HRM literature on FWH.\u003c/p\u003e \u003cp\u003eDespite the present work being the outcome of research conducted in a single multinational corporation, it does facilitate the drawing up of multiple general inferences in a unique and undiscovered context, Saudi Arabia, regarding the need and demand for FWH among employees. It also provides some implications to HR managers for implementing FWH. Being the first such study to be conducted in the Middle East, and especially in Saudi Arabia, it has enabled the exposition of the region and culture-specific aspects of FWH. The employees strongly perceive that FWH would benefit them in multiple ways. Further, the employees are of the strong conviction that FWH will enhance their mindfulness and the quality of their time for higher organizational productivity. It is expected that the present work will act as a trigger for further in-depth studies in this area.\u003c/p\u003e"},{"header":"Declarations","content":"\u003ch2\u003eEthics approval and consent to participate\u003c/h2\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cem\u003eEthical approval:\u003c/em\u003e\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eThe ethical issues were seriously taken into account during the research process to maintain integrity and ensure compliance with Ethics Committee requirements at the University of Glasgow. \u0026nbsp;In the present research, all of the participants\u0026rsquo; information were anonymous.\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cem\u003eConsent to participate:\u003c/em\u003e\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eInformed consent was obtained from all participants. \u0026nbsp;To reduce any potential concerns, the initial email sent to the access company to forward to prospective interviewees mentioned the purpose of the research and asked receivers to read the plain language statement along with the consent form. Additionally, the email also included a confidentiality statement. The email also stated that the interviewees\u0026rsquo; information would remain confidential and used solely for the study. \u0026nbsp;All participants were asked whether they consented voluntarily to be a participant in this study. They were told they could refuse to answer any question and could withdraw from the study at any time, without needing to justify their decision and without prejudice. \u0026nbsp;From the received document analysis, it was impossible to determine how each individual (employee) participated as the commenters\u0026rsquo; names and information are completely anonymous, including their job titles.\u003c/p\u003e\n\n\u003ch2\u003eConsent for publication\u003c/h2\u003e\n\u003cp\u003eNot applicable\u0026nbsp;\u003c/p\u003e\n\u003ch2\u003eAvailability of data and materials\u003c/h2\u003e\n\u003cp\u003eData are available from the corresponding author upon request.\u003c/p\u003e\n\u003ch2\u003eCompeting interests\u003c/h2\u003e\n\u003cp\u003eThe author declare that they have no competing interests.\u003c/p\u003e\n\u003ch2\u003eFunding\u003c/h2\u003e\n\u003cp\u003eNot applicable\u0026nbsp;\u003c/p\u003e\n\u003ch2\u003eAcknowledgments\u003c/h2\u003e\n\u003cp\u003eThe author extends appreciation to King Khalid University\u003c/p\u003e\n\u003ch2\u003eAuthors\u0026apos; information\u003c/h2\u003e\n\u003cp\u003eMohamed Mohiya is an Associate Professor in Human Resources Management at King Khalid\u003c/p\u003e\n\u003cp\u003eUniversity, Abha, Saudi Arabia. He holds PhD in Human Resources Management from the\u003c/p\u003e\n\u003cp\u003eUniversity of Glasgow, United Kingdom.\u003c/p\u003e\n\u003cp\u003eMohamed has published several research papers in top-indexed tier journals, such as the Journal\u003c/p\u003e\n\u003cp\u003eof Business Research and the Journal of Knowledge Management. His research interest spans a wide variety of HR-related topics. \u0026nbsp;Mohamed Mohiya can be reached at: [email protected]\u003c/p\u003e\n"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eAlessa, A. (2017), \u0026ldquo;Self-efficacy and Motivations among Saudi Employees Toward Creating their Own Business\u0026rdquo;, \u003cem\u003eInternational Journal of Business and Management\u003c/em\u003e, Vol. 12 No. 6, pp 75-88.\u003c/li\u003e\n\u003cli\u003eAlgumzi, A. A. (2017), \u003cem\u003eThe Impact of Islamic Culture on Business Ethics: Saudi Arabia and the Practice of Wasta\u003c/em\u003e, Unpublished thesis submitted to Lancaster University.\u003c/li\u003e\n\u003cli\u003eAnttila,T., Oinas, T., Tammelin, M. and Natti, J. (2015), \u0026ldquo;Working-Time Regimes and Work-Life Balance in Europe\u0026rdquo;, \u003cem\u003eEuropean Sociological Review\u003c/em\u003e, Vol. 31 No. 6, pp. 713\u0026ndash;724. \u003c/li\u003e\n\u003cli\u003eAskenazy, P. (2004), \u0026ldquo;Shorter work time, hours flexibility and labour force intensification\u0026rdquo;, \u003cem\u003eEastern Economic Journal\u003c/em\u003e, Vol. 20 No. 4, pp. 603\u0026ndash;314.\u003c/li\u003e\n\u003cli\u003eAustin-Egole, I. S., Iheriohanma, E. B., \u0026amp; Nwokorie, C. (2020). Flexible working arrangements and organizational performance: An overview. IOSR Journal of Humanities and Social Science (IOSR-JHSS), 25(5), 50-59.\u003c/li\u003e\n\u003cli\u003eBianchi, S. and Milkie, M. (2010), \u0026ldquo;Work and family research in the first decade of the 21st century\u0026rdquo;, \u003cem\u003eJournal of Marriage and the Family\u003c/em\u003e, Vol. 72, pp. 705\u0026ndash;725.\u003c/li\u003e\n\u003cli\u003eBlau, P. M. (1964), \u003cem\u003eExchange and power in social life\u003c/em\u003e, Transaction Publishers. \u003c/li\u003e\n\u003cli\u003eBraun, V. and Clarke, V. (2006), \u0026ldquo;Using thematic analysis in psychology\u0026rdquo; \u003cem\u003eQualitative research in psychology,\u003c/em\u003e Vol 3 No. 2, pp. 77\u0026ndash;101.\u003c/li\u003e\n\u003cli\u003eCiarniene, R. and Vienazindiene, M. (2018), \u0026ldquo;Flexible Work Arrangements from Generation and Gender Perspectives: Evidence from Lithuania\u0026rdquo;, \u003cem\u003eInzinerineEkonomika-Engineering Economics,\u003c/em\u003e Vol. 29 No. 1, pp. 84\u0026ndash;92\u003c/li\u003e\n\u003cli\u003eClarke, S. and Holdsworth, L. (2017), \u003cem\u003eFlexibility in the Workplace: Implications of flexible work arrangements for individuals, teams and organisations\u003c/em\u003e. No. 03/17.\u003c/li\u003e\n\u003cli\u003eCropanzano, R., and Mitchell, S. (2005), \u0026ldquo;Social exchange theory: An interdisciplinary review\u0026rdquo;, Journal\u003cem\u003e of Management\u003c/em\u003e, Vol. 31 No. 6, pp. 874-900. \u003c/li\u003e\n\u003cli\u003eFagnani, J. and Letablier, M. (2004), \u0026ldquo;Work and family life balance: The Impact of the 35-Hour laws in France\u0026rsquo; work\u0026rdquo;, \u003cem\u003eEmployment and Society\u003c/em\u003e, Vol. 18 No. 3, pp. 551\u0026ndash;572.\u003c/li\u003e\n\u003cli\u003eGlass, J. (2004), \u0026ldquo;Blessing or curse? Work-family policies and mother\u0026rsquo;s wage growth over time\u0026rdquo;, \u003cem\u003eWork and Occupations\u003c/em\u003e, Vol. 31 No. 3, pp. 367\u0026ndash;394.\u003c/li\u003e\n\u003cli\u003eGuest, D. E. (2017). Human resource management and employee well‐being: Towards a new analytic framework. Human resource management journal, 27(1), 22-38.\u003c/li\u003e\n\u003cli\u003eHofstede, G., Hofstede, G. J., Minkov, M., and Vinken, H. (2008). \u003cem\u003eValues survey module \u003c/em\u003e\u003c/li\u003e\n\u003cli\u003eHomans, G. C. (1958), \u0026ldquo;Social behavior as exchange\u0026rdquo; \u003cem\u003eAmerican Journal of Sociology\u003c/em\u003e, pp. 597-606. \u003c/li\u003e\n\u003cli\u003eLieberman, C. (2015), \u0026ldquo;Is Something Lost When We Use Mindfulness as a Productivity Tool?\u0026rdquo;, \u003cem\u003eHarvard Business Review\u003c/em\u003e, August, pp. 2-5.\u003c/li\u003e\n\u003cli\u003eLister, K., and Harnish, T. (2011), \u003cem\u003eThe state of telework in the U. S.: How individuals, business, and government benefit\u003c/em\u003e. San Diego, CA: Telework Research Network.\u003c/li\u003e\n\u003cli\u003eLong, D. E. (2005). \u003cem\u003eCulture and customs of Saudi Arabia\u003c/em\u003e, Westport, Connecticut: Greenwood Press.\u003c/li\u003e\n\u003cli\u003eO\u0026rsquo;Brien, A. N. (2018), \u0026ldquo;Mindfulness helps lower employee stress and improve productivity\u0026rdquo;, \u003cem\u003eCorridor Business Journal\u003c/em\u003e, July \u0026ndash; Aug, pp. 5. \u003c/li\u003e\n\u003cli\u003ePavlova, O. (2020). The impact of flexible working arrangements on competitive advantages of organization. In 14th prof. Vladas Gronskas International scientific conference (pp. 55-61).\u003c/li\u003e\n\u003cli\u003ePitt-Catsouphes, M., Matz-Costa, C., and Besen, E. (2009), \u0026ldquo;Workplace Flexibility: Findings from the Age and Generations Study\u0026rdquo; \u003cem\u003eThe Sloan Centre on Aging and Work. Issue brief\u003c/em\u003e, Vol. 19, pp. 1\u0026ndash;21.\u003c/li\u003e\n\u003cli\u003eRossy, L. (2013), Mindfulness Cuts Stress, Boosts Productivity, \u003cem\u003eT + D\u003c/em\u003e, August, pp. 70-72.\u003c/li\u003e\n\u003cli\u003eRubery, J., Ward, K., Grimshaw, D., and Beynon, H. (2005), \u0026ldquo;Working time, industrial relations and the employment relationship\u0026rdquo;, \u003cem\u003eTime and Society\u003c/em\u003e, Vol. 14, pp. 89\u0026ndash;111.\u003c/li\u003e\n\u003cli\u003eRuderman, M. N., Clerkin, C. and Deal, J. J. (2017), \u003cem\u003eHow to Prevent Overwork from Killing Productivity, \u003c/em\u003eWhite Paper, Center for Creative Leadership.\u003c/li\u003e\n\u003cli\u003eSaks, A. M. (2006), Antecedents and consequences of employee engagement. \u003cem\u003eJournal of Managerial Psychology\u003c/em\u003e, Vol. 21 No. 7, pp. 600-619. \u003c/li\u003e\n\u003cli\u003eSalda\u0026ntilde;a, J., (2015), \u003cem\u003eThe coding manual for qualitative researchers\u003c/em\u003e, Sage.\u003c/li\u003e\n\u003cli\u003eSchooleman, S. (2014), Mind over matter: Mindfulness boosts productivity,\u003cem\u003eMGMA Connection\u003c/em\u003e, August, pp. 45-47. \u003c/li\u003e\n\u003cli\u003eShagvaliyeva, S., \u0026amp; Yazdanifard, R. (2014). Impact of flexible working hours on work-life balance. American Journal of Industrial and Business Management, 2014.\u003c/li\u003e\n\u003cli\u003eUglanova, E. and Dettmers, J. (2018) \u0026ldquo;Sustained Effects of Flexible Working Time Arrangements on Subjective Well-Being\u0026rdquo;, \u003cem\u003eJournal of Happiness Studies\u003c/em\u003e, Vol. 19, pp. 1727\u0026ndash;1748.\u003c/li\u003e\n\u003cli\u003eVoydanoff. P. (2004) \u0026ldquo;The Effects of Work Demands and Resources on Work‐to‐Family Conflict and Facilitation\u0026rdquo;, \u003cem\u003eJournal of Marriage and Family\u003c/em\u003e, Vol. 66 No. 2, pp. 398\u0026ndash;412.\u003c/li\u003e\n\u003cli\u003eWilliams, J. (2010), \u003cem\u003eReshaping the work-family debate\u003c/em\u003e. Cambridge, MA: Harvard University Press\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"human-resources-for-health","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"hrhe","sideBox":"Learn more about [Human Resources for Health](http://human-resources-health.biomedcentral.com)","snPcode":"12960","submissionUrl":"https://submission.nature.com/new-submission/12960/3","title":"Human Resources for Health","twitterHandle":"@HRH_Journal","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"BMC/SO AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":true},"keywords":"Flexible Working Hours, Social Exchange Theory, Thematic Analysis, Triangulation, Productivity, Document Analysis","lastPublishedDoi":"10.21203/rs.3.rs-3567132/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-3567132/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003ch2\u003eBackground\u003c/h2\u003e \u003cp\u003eOne of the most controversial HRM topics that has received extensive attention from academics and practitioners communities over the past two decades is Flexible Working Hours (FWH) and its impact on productivity. Nevertheless, the work is mostly focused on business and organizational aspects neglecting the employees\u0026rsquo; health perspectives. Most importantly, there is a lack of a strong theoretical foundation. Thus, unlike other work, the present study focuses heavily on the employees\u0026rsquo; perspective based on a theory; namely: Social Exchange Theory (SET). SET is valuable because it magnifies the importance of the employee as a partner who is in reciprocal social relations. This study aims to explore and evaluate the antecedents of FWH, mainly: employees\u0026rsquo; health-related factors, which affect their productivity. Key major concepts to emerge from the literature analysis are brought together, and grouped under mindfulness/well-being.\u003c/p\u003e\u003ch2\u003eMethods\u003c/h2\u003e \u003cp\u003eTwo triangulated sets of qualitative data were collected, namely: semi-structured interviews and document analysis (cross-sectional and longitudinal). Thirty-two interviews were conducted with employees and with management. Document analysis is a novel source of data that was extracted from the company\u0026rsquo;s internal technological platform and contains employees\u0026rsquo; first-hand computerized typewritten comments about FWH.\u003c/p\u003e\u003ch2\u003eResults\u003c/h2\u003e \u003cp\u003eThe adopted qualitative triangulated methods assist in interrogation to allow other undiscovered factors to emerge from the analysis of the data which are grouped as sub-themes under quality of time, namely: mid-break, morning and evening person, sleeping and tardiness, and social life. The most significant factors found affecting employees\u0026rsquo; decision to demand FWH for productivity are midday breaks, traffic/transportation, and schooling.\u003c/p\u003e\u003ch2\u003eConclusions\u003c/h2\u003e \u003cp\u003eThe finding reveals that HR practitioners need to recognize employees\u0026rsquo; health and social factors before applying FWH practice. This research lies in the fact that it is one of the first HR health studies to contribute to advancing theoretical and empirical knowledge, particularly in Saudi Arabia. Based on findings from this empirical inquiry, this present research makes an original and important contribution to HR health scholarship and reflects theoretical rigor (Social Exchange Theory), methodological (triangulation methods), empirical, and practical. For example, theoretical contributions regarding SET\u0026rsquo;s reciprocity \u0026ldquo;\u003cem\u003eblack box\u003c/em\u003e\u0026rdquo; were highlighted.\u003c/p\u003e","manuscriptTitle":"An Investigation into Employees’ Factors of Flexible Working Hours (FWH) for Productivity in Saudi: A Qualitative Triangulation","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2023-12-20 17:42:28","doi":"10.21203/rs.3.rs-3567132/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Reject after peer review and invite resubmission","date":"2024-04-03T09:23:16+00:00","index":"","fulltext":""},{"type":"reviewerAgreed","content":"","date":"2024-01-05T22:11:39+00:00","index":0,"fulltext":""},{"type":"reviewersInvited","content":"","date":"2023-12-15T15:01:22+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2023-11-07T05:36:51+00:00","index":"","fulltext":""},{"type":"submitted","content":"Human Resources for Health","date":"2023-11-06T10:57:53+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"human-resources-for-health","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"hrhe","sideBox":"Learn more about [Human Resources for Health](http://human-resources-health.biomedcentral.com)","snPcode":"12960","submissionUrl":"https://submission.nature.com/new-submission/12960/3","title":"Human Resources for Health","twitterHandle":"@HRH_Journal","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"BMC/SO AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"ef01e30c-5eba-4332-b54a-e51ac1e5b3fe","owner":[],"postedDate":"December 20th, 2023","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"under-review","subjectAreas":[],"tags":[],"updatedAt":"2023-12-20T17:42:28+00:00","versionOfRecord":[],"versionCreatedAt":"2023-12-20 17:42:28","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-3567132","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-3567132","identity":"rs-3567132","version":["v1"]},"buildId":"WrCJVZZCHTDjtuVLN7oU0","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}