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

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 employees make sense of organisational flexibility and considers the role these perceptions play in shaping job satisfaction within the context of hybrid work. Drawing on organisational adaptation theory and ambidexterity research, the study foregrounds flexibility as an employee-experienced capability characterised by autonomy, decentralised decision-making, and responsiveness. Using cross-sectional survey data from 100 professionals working in hybrid arrangements across multiple sectors and regions, the analysis examines the relationships between organisational flexibility, organisational agility, hybrid work experience and job satisfaction. Correlation and regression analyses show that organisational flexibility is strongly and positively associated with job satisfaction and emerges as the dominant 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 not retain predictive power once flexibility is accounted for. The findings reposition organisational flexibility as a proximal driver of employee satisfaction in hybrid contexts, while agility operates as a more distal and context-dependent capability. The paper contributes to organisational adaptation research by centring employee perceptions and offering practical guidance for leaders seeking to design hybrid systems that sustain engagement and well-being.