Flexible Work Place and Organizational Efficiency in Selected Oil Servicing Firms in Nigeria

The adoption of flexible work arrangements (FWAs), such as flexible scheduling, remote work, compressed workweeks, and hybrid models has grown at a pace that has surged after the COVID-19 pandemic as organizations aim to better the well-being of employees, their productivity, and retention. Although the implementation of FWAs has recorded positive results in the knowledge-based industries, the implementation of the policy in other spheres of the economy such as oil and gas, especially among resource-based economies such as Nigeria, has proved especially difficult. These are the challenges of safety critical operations, 24/7 shift patterns, regulatory compliance, and poor infrastructure, including poor reliability of power and internet connectivity. Empirical research in the oil servicing industry in Nigeria has shown in the recent past that selective FWAs, such as flex-time on non-field based administrative jobs, have positive relationship with better performance, work-life balance, and efficiency in the organization including decreased turnover and heightened responsiveness. Nevertheless, there is a lack of studies on FWAs in high-reliability sectors, especially in the developing economies. This theoretical review is a synthesis and integration of three fundamental theoretical approaches; motivational theories, the job demands-resources (JD-R) model, and the contingency human resource management (HRM) theories to develop an integrated contingent framework. The model assumes that FWAs have the potential to improve organizational efficiency, but the success would depend upon major contextual factors, including technological infrastructure, type of role, organizational culture, and safety requirements. This review provides a theoretical base of future empirical research in the oil servicing industry of Nigeria and the high-stakes industries like this one.