Employee-Perceived Organisational Flexibility and Its Influence on Job Satisfaction in Hybrid Work Settings

• Daniel Obande Haruna

  MSc,Department of Psychology, St. Mary’s University, London, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.

  Author

  https://orcid.org/0000-0002-8004-7794

• Okuma Oke Deborah

  MA,Department of Human Resource Management, Teeside University, Middlesbrough, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.

  Author

• Jerry Soni

  MPH,United Nations World Food Programme, Damascus, Syria; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.

  Author

• Jalaleddin Kazemi Fard

  MSc,Department of Business Management, Scholars School System, Leeds Trinity University Partnership, Manchester Campus, United Kingdom.

  Author

  https://orcid.org/0009-0005-7501-2457

• Festus Ituah

  PhD,School of Health and Sports Science, Regent College, London, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.

  Author

  https://orcid.org/0000-0002-1292-0678

• Eddy Eidenehi Esezobor

  PhD,Department of Management Studies, Universidad Católica San Antonio de Murcia (UCAM), Murcia, Spain; and PENKUP Research Institute, Birmingham, United Kingdom.

  Author

  https://orcid.org/0009-0006-9986-5734

• Oladipo Vincent Akinmade

  MPH,Digital Health and Rights Project (Center for Interdisciplinary Methodologies, CIM), University of Warwick, Coventry, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.

  Author

  https://orcid.org/0000-0001-5053-2716

• Charles Leyman Kachitsa

  PhD,Faculty of Business Management and Enterprise, Leeds Trinity University, GBS Partnership, Manchester, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.

  Author

• Ibiangake Friday Ndioho

  PhD,Department of Health and Care Management, Arden University, Manchester, United Kingdom; and Department of Interdisciplinary Studies & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.

  Author

• Jennifer Adaeze Chukwu

  PhD,World Health Organization, United Nations House, Abuja, Nigeria; and Department of Interdisciplinary Studies & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.

  Author

  https://orcid.org/0000-0002-1003-4664

• Kennedy Oberhiri Obohwemu

  PhD,Department of Interdisciplinary Studies & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.

  Author

  https://orcid.org/0000-0001-5175-1179

• Obioma Chidumaga Aririsukwu

  MBBS,Department of Medicine, St. Francis Medical Center, Abuja, Nigeria; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.

  Author

Although hybrid work is now a defining aspect of many organisations, employee experience still differs substantially from one setting to another. This paper focuses on how employeesmake sense of organisational flexibility and considers the role these perceptions play inshaping job satisfaction within the context of hybrid work. Drawing on organisationaladaptation theory and ambidexterity research, the study foregrounds flexibility as anemployee-experienced capability characterised by autonomy, decentralised decision-making,and responsiveness. Using cross-sectional survey data from 100 professionals working inhybrid arrangements across multiple sectors and regions, the analysis examines therelationships between organisational flexibility, organisational agility, hybrid workexperience and job satisfaction. Correlation and regression analyses show that organisationalflexibility is strongly and positively associated with job satisfaction and emerges as thedominant predictor when agility and hybrid work experience are considered simultaneously.Agility and hybrid work are positively related to satisfaction at the bivariate level but do notretain predictive power once flexibility is accounted for. The findings repositionorganisational flexibility as a proximal driver of employee satisfaction in hybrid contexts,while agility operates as a more distal and context-dependent capability. The papercontributes to organisational adaptation research by centring employee perceptions andoffering practical guidance for leaders seeking to design hybrid systems that sustainengagement and well-being.

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Global Journal of Humanities and Social ScienceseISSN: 2957-3602 pISSN: 2957-3599VOLUME05ISSUE02DOI: https://doi.org/10.55640/gjhss/Volume05Issue02-02Submission 26-12-2025, Accepted27-01-2026, Published07-02-2026 Page No. 06-24Global Journal of Humanities and Social Sciences22https://www.grpublishing.org/journals/index.php/gjhss4.Kumar, P., Nikhitha, D., Sivasree, B., Veenasri, A., & Abraham, L. M. (2024). Job satisfaction of hybrid workers in organisations. International Journal of Advanced Multidisciplinary Research Studies, 2024; 4(6), 293–295. https://www.multiresearchjournal.com/admin/uploads/archives/archive-1731739317.pdf5.Maity, R., & Lee, K. L. (2025). The impact of remote and hybrid work models on small and medium sized enterprises’ productivity: A systematic literature review. SN Business & Economics, 5, 158. https://doi.org/10.1007/s43546-025-00931-76.Aprilina, R., & Martdianty, F. (2023). The role of hybrid working in improving employees’ satisfaction, perceived productivity, and organisations’ capabilities. Journal of Theoretical and Applied Management, 16(2), 145–160. 7.Desalegn, E. G., Guedes, M. J. C., Gomes, J. F. S., & Tebeka, S. M. (2024). Disentangling organisational agility from flexibility, adaptability, and versatility: A systematic review. Future Business Journal, 10(117). https://doi.org/10.1186/s43093-024-00405-68.Kim, S.-S., & Yoon, D.-Y. (2025). Impact of empowering leadership on adaptive performance in hybrid work: A serial mediation effect of knowledge sharing and employee agility. Frontiers in Psychology, 16, 1448820. https://doi.org/10.3389/fpsyg.2025.14488209.Gascoyne, A. (2019). The development and validation of a measure of organisational flexibility(Doctoral thesis, Goldsmiths, University of London). https://research.gold.ac.uk/id/eprint/26371/10.Ipsen, C., Kirchner, K., & Hansen, J. P.(2020).Experiences of working from home in times of covid-19 International survey conducted the first months of the national lockdowns March-May, 2020.https://doi.org/10.11581/dtu:0000008511.Krajčík, M., Schmidt, D. A., & Baráth, M. (2023). Hybrid Work Model: An Approach to Work–Life Flexibility in a Changing Environment.Administrative Sciences,13(6), 150. https://doi.org/10.3390/admsci1306015012.Taris, T. W., Kessler, S. R., & Kelloway, E. K. (2021). Strategies addressing the limitations of cross-sectional designs in occupational health psychology: What they are good for (and what not).Work & Stress,35(1), 1-5.13.Hasyim, H., & Bakri, M. (2024). Organisational transformation in adopting hybrid work models: A literature review on organisational changes and employee readiness. Jurnal Manajemen Bisnis, 11(2), 1170–1182. https://doi.org/10.33096/jmb.v11i2.80614.Vartiainen, M., & Vanharanta, O. (2024). True nature of hybrid work. Frontiers in Organisational Psychology, 2, 1448894. https://doi.org/10.3389/forgp.2024.1448894

Global Journal of Humanities and Social ScienceseISSN: 2957-3602 pISSN: 2957-3599VOLUME05ISSUE02DOI: https://doi.org/10.55640/gjhss/Volume05Issue02-02Submission 26-12-2025, Accepted27-01-2026, Published07-02-2026 Page No. 06-24Global Journal of Humanities and Social Sciences23https://www.grpublishing.org/journals/index.php/gjhssAPPENDIXAppendix A: Hybrid Work Scale (HSW-10)InstructionFor each statement, indicate your level of agreement or disagreement by selecting theresponse option that best reflects your opinion on hybrid work arrangements. Use thefollowing scale, where: 1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, 5 =Strongly Agree.1. My organisation provides flexibility in work arrangements, allowing me to balance remote work and in-office work according to my needs.2. My organisation offers sufficient technological support (e.g., tools and software) to facilitate effective remotework.3. Communication between remote and in-office employees is effective, ensuring smooth collaboration and coordination.4. I feel empowered to manage my tasks and responsibilities independently while working in a hybrid environment.5. The hybridwork setup allows me to achieve a better work-life balance by offering flexibility in scheduling and reducing commute time.6. Opportunities for collaboration with colleagues, regardless of their location (remote or in-office), are readily available in myorganisation’s hybrid work setup.7. My organisation provides adequate training and support to help employees navigate and thrive in a hybrid work environment.8. Feedback and recognition for work contributions are effectively communicated and acknowledged in the hybrid work setting.9. The organisational culture in my workplace is aligned with the principles of hybrid work, fostering trust, autonomy, and flexibility among employees.10. My organisation demonstrates adaptability in responding to evolving dynamics and challenges associated with hybrid work arrangements

Global Journal of Humanities and Social ScienceseISSN: 2957-3602 pISSN: 2957-3599VOLUME05ISSUE02DOI: https://doi.org/10.55640/gjhss/Volume05Issue02-02Submission 26-12-2025, Accepted27-01-2026, Published07-02-2026 Page No. 06-24Global Journal of Humanities and Social Sciences24https://www.grpublishing.org/journals/index.php/gjhssAppendix B: Participant Characteristics CategoryResponseN%ContinentAsia22.0Africa3535.0Europe5555.0North America44.0South America44.0Primary LanguageEnglish8585.0French22.0Mandarin11.0Other (specify)1212.0Language (Other)Bangla11.0Español44.0Idoma22.0Igbo11.0Italian, English, Romanian11.0Turkish11.0Urdu11.0Yoruba11.0Education LevelBachelor's degree3232.0Master's degree4545.0PhD1616.0Other (specify)77.0Education (Others)Chartered Accountant11.0HND11.0NCE11.0PG Diploma in Education11.0Técnico33.01.

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Copyright (c) 2026 Daniel Obande Haruna, Okuma Oke Deborah, Jerry Soni, Jalaleddin Kazemi Fard, Festus Ituah, Eddy Eidenehi Esezobor, Oladipo Vincent Akinmade, Charles Leyman Kachitsa, Ibiangake Friday Ndioho, Jennifer Adaeze Chukwu, Kennedy Oberhiri Obohwemu, Obioma Chidumaga Aririsukwu (Author)

This work is licensed under a Creative Commons Attribution 4.0 International License.