EFFECT OF FLEXIBLE WORK ARRANGEMENTS ON EMPLOYEES’ PRODUCTIVITY IN LAGOS STATE PUBLIC SERVICE

Abstract

The growing adoption of flexible work arrangements (FWAs), accelerated by the COVID-19 pandemic and Nigeria's 2024 fuel subsidy removal, has raised important questions about their productivity implications in bureaucratic public institutions. Although the Lagos State Government introduced a formal flexible work policy in February 2024, empirical evidence on its effectiveness remained limited. This study examined the effect of telecommuting, flexible working hours, compressed work schedules, and job sharing on employee productivity in the Lagos State Public Service and assessed the moderating roles of supervision, performance monitoring, and accountability mechanisms. A cross-sectional mixed-methods design was adopted. The population comprised 4,665 employees from three selected Lagos State ministries, sampled using Krejcie and Morgan's (1970) method, with 335 questionnaires yielding 304 valid responses (76.2%) and 15 structured interviews. Quantitative data were analysed using descriptive statistics, Pearson's correlation, one-way ANOVA, multiple regression, and moderation analysis; qualitative data were analysed thematically. FWA prevalence was uniformly low across all three ministries, with no significant inter-ministerial differences [F (2, 301) = 0.545, p = .580, η² = 0.004], supporting the first null hypothesis. Regression analysis showed that FWAs significantly predicted employee productivity, explaining 69.3% of variance (R² = 0.693, p < 0.001), rejecting the second null hypothesis. Job sharing and flexible working hours were the strongest independent predictors. Supervision, performance monitoring, and accountability mechanisms did not significantly moderate the FWA–productivity relationship (p > 0.05), supporting the third null hypothesis, though each independently predicted productivity. Qualitatively, paper-based processes, inadequate ICT infrastructure, and presence-based supervision were the primary barriers to implementation. FWAs, particularly through job sharing and flexible working hours, hold significant potential for productivity in the Lagos State Public Service. It is therefore recommended that the Lagos State Government institutionalise a comprehensive FWA Policy Framework, invest in ICT infrastructure, and transition to output-based performance management.