Understanding flexibility – dimensions of employee behavior flexibility

PurposeThe purpose of this article is to present a model of flexible organisational behaviour of employees [FOBE], which is a proposal for a consistent description of employee flexibility. In accordance with the assumptions adopted, the empirical analysis in this work covers the dimensions of flexibility described as a cluster of indicators, not separate incidents of behaviour. Design/methodology/approachThe theoretical model is based on in-depth literary studies in the field of psychology, sociology and management. The empirical verification is based on the methodology of quantitative research. FindingsThe findings confirm the existence of links between the behavioural indicators assigned to individual dimensions of flexibility. In most cases, this is a statistically significant and positive correlation. It should be noted, however, that the strength of relationships between indicators in individual dimensions is diverse, and in addition, trans-dimensional statistical dependencies have also been noted. Such a state may result, among others, from the fact that diverse behaviours may have a common source in a specific organisational solution. The results of the statistical analysis also confirm the heterogeneity of behavioural flexibility and the legitimacy of separating it into four dimensions. Originality/valueIn the theoretical model, flexibility is treated as a heterogeneous category, thanks to which, in the empirical dimension based on identified indicators, it becomes possible not only to determine the general level of flexibility of behaviour but also the flexibility in these dimensions (task-oriented, functional, temporal, and spatial).