Impact of Workplace Flexibility on Employees and Organization in Manufacturing Industry: A Comprehensive Statistical Analysis

Abstract

Workplace flexibility has turned into a need for modern manufacturing organizations, where workers' health and efficiency are nevertheless difficult to reconcile. Unlike service industries, manufacturing necessitates the presence of workers on site and, therefore, flexible work arrangements become more challenging. This study utilizes quantitative methods—descriptive statistics, regression, ANOVA, clustering, and decision tree modelling—to analyse the impact of workplace flexibility on employee performance (EMP) and organizational performance (ORP). Results indicate that work-life balance (WLB), flexible work arrangements (FWO), and home-based work feasibility (WFH) have a positive effect on employee satisfaction and retention. Operational barriers restrict remote working, and therefore managerial intervention (MAI) plays a significant role in ensuring flexibility success. Better clustering techniques segregate distinct employees, for whom one-size-fits-all is not suitable. Regression and decision tree models indicate that successful organizations in terms of implementing flexibility policies perform and are more satisfied. The research provides pragmatic advice for HR executives and leaders in the form of customized, evidence-based flexibility strategies to optimize productivity with an emphasis on improving worker well-being in manufacturing environments.