ABSTRACT
This chapter provides an overview of the accumulated body of evidence on the likely outcomes from the offering and uptake of flexible working arrangements will be presented. It considers a causal chain from management practices to performance, as represented in several studies of the management practice performance nexus. The searches undertaken also enabled the identification of 17 articles that focus on potential drivers of flexible working arrangements and 5 articles where flexible working moderates the associations between human resource management practices and employee or organisational outcomes. Outcomes examined include those of an economic, attitudinal and human resource–related nature, at both the individual and group levels. Taken together, the evidence on direct performance outcomes from flexible working arrangements suggest a picture where indirect effects via employee outcomes and contingent effects of contextual variables may have a greater role in developing a business case for flexible working arrangements.
