The Role of Flexible Work Schedule in Improving Workers’ Performance

Quality in Jordanian Government Sector in Light of the COVID-19

ZAKARYA AHMAD ALATYAT

Department of Planning and Project Management,

Faculty of Business,

Al-Balqa Applied University,

Salt,

ORCiD: https://orcid.org/0000-0003-1568-2860

JORDAN

HUSAM MAHMMUD JAMIL ABU HAMOUR

Department of Business Administration,

Faculty of Business,

Al-Balqa Applied University,

Salt,

ORCiD: https://orcid.org/0000-0001-5424-2142

JORDAN

Abstract: - Productivity is a major governing variable for social progress, real economic growth, and the

improvement of a country's standard of living. Productivity determines the extent to which international products

are competitive, both internationally and domestically. A country's productivity is lower than that of other countries

that produce the same commodity. The aim of the paper was to highlight the role of the flexible work schedule in

improving the performance of workers in the government sector in light of the coronavirus outbreak (COVID-19).

In order to achieve the goals, the analytical descriptive approach was followed using a questionnaire designed for

research purposes, distributed to a random sample of Jordanian government sector workers, and the SPSS program

was used. The paper showed that there was a positive and moral impact of the flexible work schedule on improving

the quality of performance of workers in government security. The results of the paper also showed that COVID-19

has had a modified effect on the relationship between flexible work schedules and improving the quality of

performance of workers in the Jordanian government's consent to flexible working hours in the civil service,

Clarification of the methods of calculating the number of working hours in accordance with the instructions of the

civil service system The results of the paper also helped policymakers to take a different approach, such as flexible

work schedules, which could serve to improve the quality of staff members' work.

Key-Words: - Flexible Work Schedule, Workers Performance Quality, Jordanian Government, COVID-19.

Received: May 29, 2023. Revised: August 15, 2023. Accepted: September 6, 2023. Published: September 11, 2023.

1 Introduction

In various sectors, organizations face many problems

related to the quality of the performance of their

employees. For example, absenteeism, delay, free

time, and other problems may contribute to weakening

the quality of employees' performance. Therefore,

Flexible Work Schedules (FWSs) are expected to help

workers cope with the chronic stress caused by time

and role issues that come when job and non-job

responsibilities overlap in the same timeframe, [1].

Researchers highlight the significance of flexible

work schedules to improve the performance of

employees. For example, [2], recommended that

flexible work should be priorities for firms to enhance

productivity. In, [3], the authors argue that flextime as

one of the dimensions of FWSs can promote

production efficiency through various direct and

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DOI: 10.37394/23207.2023.20.170

Zakarya Ahmad Alatyat,

Husam Mahmmud Jamil Abu Hamour

E-ISSN: 2224-2899

1949

Volume 20, 2023

indirect impacts, such as a rise in employee

satisfaction and independence. Furthermore, [4],

suggests that flexibility in working can decrease

employees' absenteeism and work-related stress. In

[5], the authors also indicate that FWSs help

employees to feel less stressed when they have more

control over their schedule. Besides, [6], FWSs in

developing countries are positively associated with

profitability, employees' career satisfaction, and

productivity. Therefore, flexibility has become a more

critical approach for improving individual and

organizational performance.

Indeed, firms within the government and private

sectors are concerned about improving their

employees' performance quality. Several factors such

as competitiveness, survivability, and competitive

advantage can be described as challenges inherent in a

business environment. Considering these factors in the

government sector, [7], indicated that employees'

performance is critical for organizational success and

survival in the government sector. In other words, the

ability of services to respond to local and individual

needs and meet the demands and expectations of the

general public highlighted the need to consider

enhancing the performance of employees working in

the government sector. In, [8], the authors investigated

the influence of training on employee performance at

Jordanian Private Hospitals. In addition, [9], studied

the impact of financial incentives on the performance

of employees in Jordanian Commercial Banks.

However, little attention by researchers to

investigating the role of flexible work schedules in

improving the workers' performance quality at the

Jordanian Government Sector. While the COVID-19

pandemic has affected working arrangements such as

flexible locations, hours as well as short-time work for

workers in regular working relationships, [10].

Productivity is one of the most important things

that countries focus on to raise GDP; Thus, they active

contribution to the movement of economic growth in

those countries. The study of the Jordan Strategy

Forum (2019) showed that Jordan ranked among the

20 weakest countries in the world in terms of growth

in labor productivity and that this productivity

declined over the past ten years year after year, with

the average productivity growth rate in Jordan at -

0.783 percent. During the period (2010-2018). It

recommended the need for an intensive and detailed

study to find out the factors causing the decline in

productivity, and how to stimulate productivity, [11].

Where there are influential structural factors such as

the nature of jobs generated by the Jordanian economy

and the technology used in the production process;

which contributed to lowering productivity levels,

[12].

The economists explained that the productivity of

workers in the government sector needs a careful

study by measuring working hours and comparing

them with their actual production and finding

solutions to raise their efficiency and improve their

level of productivity, noting that there is a direct

relationship between labor productivity and economic

growth in the country; Whereas, the higher the

productivity, the positively affected the economic

growth. In view of the efforts of the Jordanian

government to improve the quality of government

services, as well as its focus on raising the productive

efficiency of workers, the government of Al-Mulki

(2018) introduced the concept of flexible working

hours for public sector employees, activating the

principles of reward and punishment in the public

office, and developing mechanisms for evaluating

employee performance through the application of a

curve normal distribution.

2 Theoretical Framework

Flexible work system (flexible time): Within the

confines of the daily or weekly working hours they

are committed to, it is a system in which employees

are allowed to pick the time of work, and this degree

of freedom varies according to the work nature and

job level, may leave complete freedom in jobs and

benefit in other jobs It may specify a certain period

during which some workers are obligated to be

present according to their working conditions, or all

workers in the organization according to the nature of

the organization’s work, leaving the freedom to be

outside this period to choose the workers.

Whereas, the majority of employees experience

functional inflexibility in one of two ways: either they

are unable to plan their start and end times for work,

or they do not select an office location that is

convenient for them. Therefore, any choice to alter

working hours, conditions, or location must be

discussed with employees beforehand. The

corporation may be subject to a lawsuit for violation

of an employment contract if the management fails to

notify employees of any changes, which might result

in employee turnover. In, [13], the author supports the

circumstances at the private university in the

American northeastern metropolis. It implies that

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Zakarya Ahmad Alatyat,

Husam Mahmmud Jamil Abu Hamour

E-ISSN: 2224-2899

1950

Volume 20, 2023

establishing flexible work practices could have helped

the problem because the employees left because they

were unable to negotiate flexible working hours.

Where the Jordanian government allowed

employees to work flexibly, which is based on the

system of defining official working hours, and will

allow them to work part-time as well, i.e., work

remotely. Through this system, employees are given a

degree of freedom in choosing their daily working

hours, and according to which the employee chooses

the start time and hour Departure, according to

operational needs and management approval, provided

that the number of days and hours determined as

determined by his department is completed. The

institution also specifies the starting hours of the

official working hours and the hours that can be

flexible for those who choose to do so.

Part-time is represented in reducing the number of

days and hours of official working hours from the

number of days and hours specified for the

department, provided that it is not less than (21) actual

working hours per week. Through the applications of

modern technology or personally delivered to the

department, [14]. On the other hand, [15], confirmed

the issuance in the Official Gazette of all the

instructions for flexible working hours in the civil

service for the year 2018.

2.1 Human Relations Theory

This theory idea developed as a response to the

classical theory, focusing on the human aspect and

people's interactions with their superiors and

coworkers inside the company, [16]. According to this

theory, there are psychological and social

requirements among employees, the most crucial of

which are self-respect, self-affirmation, and respect

for others. These needs go beyond basic physical

demands and safety needs.

This thesis was developed by several management

academics, most notably Elton Mayo. This approach

was distinguished by a variety of guidelines and

techniques created to support managers in pushing

and inspiring employees. This collection of techniques

focuses on three key managerial tasks: Redesigning

employment to provide workers more opportunities to

participate in organizational activities and face

tougher challenges encouraging participation of

employees in administrative decisions, as well as

enhancing the lines of communication between

managers and employees.

Abraham Maslow is credited as the theory's

creator. It is one of the most popular ideas and has the

power to describe how people act in their attempts to

satiate a variety of wants. This theory was derived

from the creation and use of incentive systems in

businesses and is based on two fundamental ideas:

First: According to their priorities and Maslow's

hierarchy, the requirements of the individual are

arranged ascentally in the shape of a ladder. Second:

Unmet needs no longer play a part in motivation since

they no longer have an impact on an individual's

conduct.

2.2 Workers Theory

Frederick Herzberg and his associates, who concluded

that every person has two distinct sets of human needs

and that they influence behaviour in various ways, are

to be credited with developing this idea. They

discovered that the person's discontent is caused by

the absence of an appropriate and adequate working

environment. Instead, he goes back to work, and

Frederick is of the opinion that a person will not feel

pleased unless all of the many ways of fulfillment are

met for him, including matters of health, the

environment, and possessions. However, the variables

that have been referred to as the determinants of

satisfaction include success, acknowledgment,

appreciation, the nature of the work, advancement,

and greater responsibility. This satiation avoids

dissatisfaction and the worker feeling unhappy. These

motivating aspects encourage people to put up extra

effort, boost their level of activity, and deliver quality

work, all of which have a beneficial impact on the

accomplishment of the organization's objectives.

Concerning the causes of unhappiness, they are

known as preventative factors, and they include

management strategy, supervision, interpersonal

connections, pay, working conditions, job security,

and social standing. These protective elements

encourage an individual to have a sense of belonging

at work and support healthy psychological

development, both of which assist an individual

achieve job satisfaction, [17].

These two categories of elements clearly show

that the first group known as the driving factors

increases an individual's contentment while their

absence has no detrimental effects on that individual's

satisfaction. Preventive in the sense that the second

group of protecting variables is connected to the

workplace environment, whereas the first set of

driving elements is tied to the nature of the labour

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Zakarya Ahmad Alatyat,

Husam Mahmmud Jamil Abu Hamour

E-ISSN: 2224-2899

1951

Volume 20, 2023

itself. Some critics of this theory claim that it

artificially distinguishes between two categories of

factors that affect how well people perform under

incentives, and that job satisfaction can be the

opposite of dissatisfaction because meeting individual

needs whether they be motive or protective factors

leads to satisfaction while failing to do so results in

dissatisfaction.

2.3 Expectation Theory

Victor Fromo is the creator of this theory, and

according to him, internal and external influences, as

well as the anticipation element, all influence how

people behave. He will strive till he fulfills this want

and will receive the desired fulfillment in the future,

but if he does not receive the expected enjoyment

from this conduct due to specific circumstances, [18].

The expectation theory is predicated on the idea that a

person's actions are a reflection of how much he

expects those actions to help him achieve his

objectives and outcomes in the future. Instead, it is in

the anticipated outcomes in the future. However, as

Fromm's premises were subjected to several attempts

to study them and the potential of proving their

validity, this theory has drawn a number of objections.

It is challenging to analyze human intentions in a clear

and precise manner due to the complexity of the

factors that need to be studied, controlled, and

understood in connection to one another.

2.4 Achievement Theory

David McClelland deserves credit for inventing this

theory since its fundamental ideas suggest that human

desires are, by their very nature, rather stable. Yes,

since achieving this objective enables the person to

meet the need they identified that motivated them in

the first place. According to this view, a person has

four primary needs, [19], [31]. Those who have a

craving for power search for opportunities to advance

in status and authority, and they rush to complete

tasks that give them these possibilities.

Urge for achievement: People with this need hunt

for chances to handle difficult difficulties and

succeed.

The urge for affiliation: Those who feel this need

are pushed behind duties that need regular connection

with coworkers because they see in the organization a

chance to make new acquaintances. The need for

independence: People with this need place a high

value on having freedom and independence in their

profession as well as control and control over their

destinies. As a result, they choose to work in positions

that help them attain these goals.

2.5 Theory X, Y

This theory is based on how managers view

employees who are working. While some managers

see employees as being inefficient, unable to work,

unwilling to work, and naturally hating responsibility

but loving leadership, other managers see employees

as being effective, capable, able to work, and willing

to work, [20].

The theory's creator, Douglas MacGregor,

contends that the first type of managers X have an

unfavorable and inhumane outlook on employees

because they see that pay, salaries, and incentives are

not the stick that employees need in return for their

performance. Therefore, when work is delayed, these

tools become a stick. That the management may use to

exert pressure on the employees, and as a result, for

the management to accomplish its tasks, it must resort

to violence, continual threat, close surveillance, and

tight control; this is the pressure theory, also known as

theory X.

Managers Y, who represent the second type, have

a positive and human perspective on the employee.

Since it necessitates the introduction of the

decentralization principle, the delegation of authority

to subordinates, and individual participation in

decision-making, and this is the core of the Y

philosophy, they recognize the necessity of liberating

the individual worker from direct control and granting

him the freedom to direct his activities and take

responsibility. One of the critiques of this theory is

that it disregarded the presence of a middle ground

between X and Y. This is because not all people must

fall into one of these categories, and because a good

leader may adapt his leadership style to fit the needs

of the situation.

2.6 Staff Performance

The concept of productivity generally refers to the

ratio of outputs to inputs. Inputs include production

costs, working hours, costs of equipment and

machinery, and outputs include market share, income,

and sales, and although the term productivity may

vary according to the type of activity, it always

remains related. Between the quantity or value of the

resources that are used in the production of those

services or goods, [21].

High productivity means achieving the largest

amount of output with the same number of resources.

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Zakarya Ahmad Alatyat,

Husam Mahmmud Jamil Abu Hamour

E-ISSN: 2224-2899

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Volume 20, 2023

There are several factors that control productivity

improvement and can be divided into two main

groups: internal factors and external factors. External

factors are those that are outside the control of an

institution alone, and internal factors are those that fall

within the control of the institution. However, the

internal factors have been divided into factors that are

difficult to change, and they include equipment, raw

materials, technology, location, products, and factors

that are relatively easy to change. With it and those

that require stronger support from the administration,

[22].

2.7 Productive Efficiency

There are many factors that control the development

and improvement of productivity, some of them are

outside the control of the institution and others within

the institution can be dealt with, and among the

entrances that institutions can use to improve the level

of productivity is what is at the level of the

organization as a whole, such as re-engineering

operations, or reducing the size of employment,

including At the level of individuals, so that the

interest is to increase the ability of individuals and

their desire to work, here it is necessary to identify

improving productivity and the entrances to

productivity, [23], which is the optimal use of

production elements to achieve the largest possible

amount of production at a specific level and at a

certain time at the lowest cost possible.

2.8 Previous Studies

The study's theoretical framework is derived from

prior research and studies. However, Issa's study, [24],

deals with the factors affecting labor productivity and

begins by clarifying the concept of labor productivity

and explaining its importance. This was followed by

an attempt to identify the most important factors

affecting the productivity of work, as it was found that

there is confusion between the factors affecting

productivity in general and the factors affecting the

productivity of work in particular. While the study

presented a simplified model that categorizes these

factors according to the channel of their impact on

productivity, this model showed that there are three

channels of influence: the factors affecting workers’

knowledge of work, and factors affecting workers’

ability to work, as well as factors affecting workers’

desire to work, which helped organize Efforts,

programs, and plans to improve work productivity,

whether in business organizations or at the state level.

In, [25], the authors aimed to shed light on the impact

of organizational commitment on the job performance

of the Iraqi insurance company, as it is one of the

service companies that provide many services to

customers, whether internal (working individuals) or

external, questionnaire was used to collect the data.

Sampling was numbered (48) individuals. The applied

results showed a significant and positive impact of

organizational commitment on job performance.

Organizational culture must be taken into account

when formulating human resource management

strategies, [26]. This study proposes an organisational

culture conceptual model as a supervisor of the

interaction between organisational strategy and human

resource management tactics. The study's findings

revealed that, in addition to the conceptual model, the

study made a number of verifiable recommendations

for understanding how the relationship between

organisational strategy and the use of human

resources as a competitive advantage may affect the

company's performance and effectiveness, [26].

In the investigation and study of how human

resource management techniques affect organizational

commitment. It was discovered that the adoption of

human resource management techniques (human

resource planning, recruitment and selection, rewards

and incentives, and performance assessment) is

generally average and that these practices have a

substantial influence on organizational commitment,

[23].

[27], aimed to offer light on the relationships

between organisational commitment, additional effort

from workers, and happiness with the leader and the

transformational, transactional, and laissez-faire

leadership components of BASS (1985). The study

briefly discusses the conceptual framework and full-

range leadership model (Bass, 1985) that includes

transformational leadership, transactional leadership,

and laissez-faire leadership. The study concluded that

there is an effect of transformational leadership on

organizational commitment, [27].

3 Research Methodology

To accomplish the goals of the study and respond to

its inquiries, descriptive and analytical methodologies

were utilized, [28]. The descriptive technique was

used to examine the subject of the research, relying on

the right instrument to gather data and information, to

determine how the study's dimensions and variables

interacted. The data was processed, analysed, and

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Zakarya Ahmad Alatyat,

Husam Mahmmud Jamil Abu Hamour

E-ISSN: 2224-2899

1953

Volume 20, 2023

tested against hypotheses using an analytical

technique to provide the findings. The statistical

package for the social sciences program (Spss, 26)

was used to extract the results and analyze the data,

which was collected through a questionnaire that was

prepared and developed to collect data from the study

population, which consisted of all workers in the

Jordanian government sector, from which a random

sample of 309 workers in the government sector was

taken.

To achieve the objectives of the study, honesty,

and reliability were tested by presenting the

questionnaire to a group of arbitrators with experience

in the field of study, who presented their suggestions

and modifications to come up with the best tool. By

finding Cronbach's alpha coefficient, if the alpha

Cronbach's coefficient reaches 0.70 or more than it,

and the closer the value of the coefficient approaches

100%, this indicates the stability of the high study

tool, [29], and Table 1 shows the values of the

stability coefficients for the study tool are as follows:

Table 1. Cronbach's Alpha Internal Consistency

Coefficient for Study Variables

Dimension

Alpha value

Flexible work schedule

0.899

COVID-19

0.904

workers’ performance quality

0.849

Source: Authors Calculation

It is clear from Table 1 that the values of the

internal consistency coefficient Cronbach alpha for

the items of the dimensions and variables of the study

were acceptable, as they ranged between (0.849-

0.904), and all of these values are good and give

sufficient internal consistency to the responses of the

study sample to the paragraphs of each field of the

fields of study, which confirms the stability and

internal consistency of the variables within the scale.

4 Findings and Analysis

To test the hypotheses of study, the researcher used

the appropriate statistical methods to test the

hypotheses. ANOVA and multiple regression loading

were used to test the first main hypothesis.

H1: Flexible work schedules positively affect

workers’ performance quality in the Jordanian

Government Sector.

To determine the probability of affirmative action

and acceptance of this hypothesis, the researcher used

simple regression analysis to test these hypotheses,

and regression variance analysis as shown in Table 2.

Table 2. Simple linear regression analysis of the

hypotheses H1

Depe

ndent

Varia

ble

Model

Summary

ANOVA

Coefficients

Sig F*

Stand

ard

error

Sig t*

Flexi

ble

Work

Sched

ule

0.806

0.614

217.367

0.000

0.492

0.038

7.684

0.000

The effect is statistically significant at the level (α≤ 0.05).

Source: Authors Calculation

Table 2 presents important findings regarding the

role of flexible work schedules in workers'

performance quality in the Jordanian Government

Sector, [30]. The analysis shows that there is a

significant positive relationship between flexible work

schedules and workers' performance quality, as

indicated by the correlation coefficient (R = 0.806)

and the coefficient of determination (R2 = 0.614),

which explains 61.4% of the variation in workers'

performance quality. The ANOVA table in Table 2

confirms the significant relationship between the

independent and dependent variables, with a

statistically significant F-value of 217.367 at a

significance level of 0.000. The coefficient of 0.492

indicates that a one-unit increase in flexible work

schedules leads to a 0.492-unit increase in workers'

performance quality. It is worth noting that the legend

of Table 2 requires correction, as it states that multiple

regression loading was used to test the hypothesis,

while a simple linear regression analysis was used.

Further details such as the sample size and measures

used to assess flexible work schedules and workers'

performance quality would be useful to interpret the

results fully. In conclusion, the findings strongly

support the hypothesis that flexible work schedules

have a positive effect on workers' performance quality

in the Jordanian Government Sector.

The COVID-19 pandemic has brought about

significant changes to the workplace, with many

organizations implementing flexible work

arrangements to adapt to the new circumstances. As

such, it is important to investigate the impact of

COVID-19 on the relationship between flexible work

schedules and workers' performance quality in the

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DOI: 10.37394/23207.2023.20.170

Zakarya Ahmad Alatyat,

Husam Mahmmud Jamil Abu Hamour

E-ISSN: 2224-2899

1954

Volume 20, 2023

Jordanian government sector. The results of this

analysis are presented in Table 3, which shows the

regression analysis results for the H2 test. The table

includes the dependent variable, independent

variables, and the first and second model coefficients,

t-values, and significance levels. Understanding the

impact of COVID-19 on flexible work schedules and

workers' performance quality is critical for

organizations to design effective policies and

strategies that promote employee well-being and

organizational productivity during these challenging

times. However, to test H2 hypotheses Hierarchical

Multiple Regression analysis has been used and the

results have shown as follows:

H2: COVID-19 has a modifying effect on the

relationship between flexible work schedules in

improving the workers' performance quality in the

Jordanian government sector.

Table 3. Pyramid Regression Analysis Results for H2

Test

Dependent

Variable

Independe

Variables

First Model

Second Model

Sig*

Worker's

performanc

e quality

Flexible

work

schedule

0.63

14.36

0.00

flexible

work

schedule ×

COVID-19

0.38

6.84

0.00

0.693

0.734

0.379

0.426

Δ R2

0.377

0.428

Δ F

148.362

127.439

Sig. Δ F

0.000

* The effect is statistically significant at the level (α≤ 0.05)

Source: Authors Calculation

Table 3 presents the results of hierarchical

multiple regression analysis based on two models. In

the first model, the value of the impact degree was (B

= 0.634), which means that a one-degree increase in

the interest level in a flexible work schedule leads to

an increase in worker's performance quality by a value

of (0.634), which is This indicates that flexible work

schedule explains 63.4% of the variance in worker's

performance quality. However, in the second model,

the regression model included the median variable

(COVID-19), and the correlation coefficient increased

to become (R = 0.734), as well as the value of the

coefficient of determination (R2), which increased by

42.6%. and the level of significance (Sig = 0.000) is

less than (0.05).

Table 3 provides an in-depth analysis of the

relationship between flexible work schedules,

worker’s performance quality, and the moderating

effect of COVID-19. The first model in the

hierarchical multiple regression analysis showed that

flexible work schedules had a significant positive

impact on worker's performance quality, with a value

of the impact degree of (B = 0.634). This indicates

that for every one-degree increase in interest in

flexible work schedules, there was a corresponding

increase in worker's performance quality by a value of

(0.634). Furthermore, the coefficient of determination

(R2) revealed that flexible work schedules explained

63.4% of the variance in worker's performance

quality.

To investigate the moderating effect of COVID-

19, the second model included a median variable

(COVID-19), and the results showed an increase in

the correlation coefficient (R = 0.734). This indicates

a stronger relationship between flexible work

schedules and worker's performance quality in the

presence of COVID-19. Moreover, the coefficient of

determination (R2) increased by 42.6%, indicating that

the inclusion of COVID-19 as a moderating variable

improved the ability of the model to explain the

variation in worker performance quality. Finally, the

level of significance (Sig = 0.000) was less than

(0.05), indicating that the results were statistically

significant, and the moderating effect of COVID-19

on the relationship between flexible work schedules

and worker performance quality was supported. These

findings have important implications for organizations

seeking to improve worker performance quality in the

context of the COVID-19 pandemic. By implementing

flexible work schedules, organizations can mitigate

the negative impact of COVID-19 and promote

employee well-being and productivity.

4.1 Discussion

The paper aimed to highlight the role of the flexible

work schedule in improving the quality of

performance of workers in the government sector in

light of the outbreak of the new Coronavirus (Covid-

19). The study showed a positive and moral impact of

the flexible work schedule on improving the quality of

performance of workers in the government sector, as

this result agrees with the studies of, [23], [26], and

the results of the paper also showed that COVID-19

has modified effect on the relationship between

flexible work schedules and improving the quality of

performance of workers in the Jordanian government

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.170

Zakarya Ahmad Alatyat,

Husam Mahmmud Jamil Abu Hamour

E-ISSN: 2224-2899

1955

Volume 20, 2023

sector to activate performance and increase

productivity in light of health crises.

The study presented important findings regarding

the positive impact of flexible work schedules on

improving the quality of performance of workers in

the government sector, particularly in the context of

the COVID-19 pandemic. However, there are several

avenues for future research in this area. For instance,

researchers could investigate the specific types of

flexible work schedules that are most effective in

enhancing worker performance quality, such as

telecommuting or job sharing. Additionally, it may be

useful to explore the impact of flexible work

schedules on other outcomes, such as job satisfaction,

employee retention, and work-life balance.

The methodology employed by the authors,

including the use of hierarchical multiple regression

analysis, provides a valuable contribution to the

literature on flexible work schedules and worker

performance quality. This approach allowed the

authors to examine the modifying effect of COVID-19

on the relationship between flexible work schedules

and worker performance quality, providing insights

into how organizations can adapt to health crises

while maintaining productivity. Compared to other

studies, the present research focused specifically on

the government sector in Jordan, which may have

unique characteristics and challenges that could

impact the results.

Overall, the findings of this study suggest that

flexible work schedules can have a positive impact on

worker performance quality, particularly in times of

crisis such as the COVID-19 pandemic. These

findings have important implications for organizations

looking to enhance productivity and adapt to changing

circumstances, and future research in this area can

further advance our understanding of the relationship

between flexible work schedules and worker

outcomes.

5 Conclusion

This paper sought to clarify the role that the flexible

work schedule plays in improving the quality of

performance of workers in the government sector in

light of the outbreak of the emerging coronavirus

(Covid-19), as this paper is useful in contributing to

various aspects, such as bridging the gap in the current

literature, in addition to including flexible working

relationships and careers in times of the COVID-19

pandemic. The importance of the study lies in its

handling of the subject of flexible working hours in

the civil service, as well as its focus on employee

performance, specifically in its focus on Jordanian

government sector employees. The importance of the

study also increases in its touch on the impact of the

application of flexible working hours in the civil

service on the performance of employees and its

application on the employees of the Jordanian

government sector. Because of their importance in

increasing productivity, increasing the efficiency of

public-sector workers, increasing economic growth,

and improving competitiveness, the findings also

helped policymakers take a different approach, such

as flexible work schedules, which may benefit in

improving the quality of employees' work. The study

contributes to giving a general impression of the

extent to which employees agree to the application of

flexible working hours in the civil service, as well as

clarifying the methods of calculating the number of

working hours according to the instructions of the

civil service system, and the existence of routine

procedures and the difficulty of work procedures that

delay the completion of transactions to the extent that

the employee does not allow the employee to easily

manipulate them.

One of the strengths of this study is its

methodology, as it utilized hierarchical multiple

regression analysis to test the hypotheses and

determine the impact of COVID-19 on the

relationship between flexible work schedules and

employee performance. This approach allowed for a

detailed analysis of the data and provided more

accurate results compared to alternative research

methods. Moreover, the study offers insights into the

challenges that employees face in implementing

flexible work schedules in the civil service, such as

the existence of routine procedures and the difficulty

of work procedures that delay the completion of

transactions. By identifying these challenges, the

study provides policymakers with a comprehensive

understanding of the potential obstacles and

limitations to the implementation of flexible work

arrangements in the government sector, allowing them

to develop strategies to overcome these challenges.

In summary, this study provides a significant

contribution to the literature on the effects of flexible

work arrangements on employee performance in the

public sector. The findings highlight the importance of

implementing flexible work schedules, particularly

during a crisis, and suggest that policymakers should

adopt a more flexible approach to increase

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.170

Zakarya Ahmad Alatyat,

Husam Mahmmud Jamil Abu Hamour

E-ISSN: 2224-2899

1956

Volume 20, 2023

productivity and enhance the efficiency of public-

sector workers. The methodology utilized in this study

provides a useful framework for future researchers to

explore this topic further and contribute to the

development of effective policies that promote

flexible work arrangements in the government sector.

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Contribution of Individual Authors to the Creation

of a Scientific Article (Ghostwriting Policy)

The authors equally contributed in the present

research, at all stages from the formulation of the

problem to the final findings and solution.

Sources of Funding for Research Presented in a

Scientific Article or Scientific Article Itself

This research was funded by the Deanship of

Scientific Research and Innovation, Al-Balqa Applied

University, Jordan.

Conflict of Interest

The authors have no conflict of interest to declare.

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

https://creativecommons.org/licenses/by/4.0/deed.en_

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.170

Zakarya Ahmad Alatyat,

Husam Mahmmud Jamil Abu Hamour

E-ISSN: 2224-2899

1958

Volume 20, 2023