25 Job flexibility as a predictor of organizational commitment Khem Prasad Gautam 1  , Priya Sharma 2  , Keshar Nath Dhakal 3  and Amrit Sharma 4  1 Management, GCBS, Royal University of Bhutan, Bhutan 2 Statistics, GCBS, Royal University of Bhutan, Bhutan 3 Mathematics, GCBS, Royal University of Bhutan, Bhutan 4 Finance, GCBS, Royal University of Bhutan, Bhutan  Email: write.to.mr.gautam@gmail.com ABSTRACT This research was conducted across nine constituent colleges under the Royal University of Bhutan (RUB) with the aim to investigate the influence of job flexibility on the organizational commitment by using explanatory (causal) and inferential research design. From the total of 550 populations, 232 samples were drawn proportionately by using Yamane’s (1967) formula. The structured survey instrument was used to collect the primary data. The four term variables i.e., time, location, amount of work and continuity flexibility were used to measure job flexibility. Similarly, affective, continuance and normative commitment were used to measure organizational commitment. The mean value analysis and also regression analysis were used respectively to study the degree of job flexibility and organizational commitment, and the relationship between them. The amount of work flexibility has a weak but positive relationship with affective commitment (r=158, p<0.05) and continuance commitment (r=283, p<0.05). The findings revealed that respondents have a high degree of affective commitment and a moderate degree of normative and continuance commitment towards the organization. Respondents perceived that they have a moderate degree of time, amount of work and continuity flexibility and a low degree of location flexibility in the organization. It is concluded that job flexibility is not a strong determinant of organizational commitment. This may be because of the intermediating effect of job security between job flexibility and organizational commitment which needs further investigation. Original Article PII: S232247702200004-12 Rec. 03 April, 2022 Rev. 20 June, 2022 Acc. 23 June, 2022 Keywords Organizational Commitment, Job Flexibility, Workplace Flexibility, Employee Commitment, Royal University of Bhutan INTRODUCTION The survival of any educational institution, business, or non-governmental organization is contingent on its ability to perform in the field. A good performance by any organization instils in them a renewed sense of growth and value in society. Organizational performance and employee performance are inex- tricably linked; organizational performance is the sum of its employees’ performance ( Toppo and Prusty, 2012). Employees perform better when they feel a sense of belonging to an organization. In other words, the more committed and engaged employees are, the greater the competitive advantage they provide to an organization (Mathur, 2015; Vance, 2006). Furthermore, improved employee commitment and engagement will result in a lower turnover rate and higher organizational productivity (Ahmad, 2018; Vance, 2006). Employees are a critical organizational resource because an organization's performance is mainly defined by its employees’ capability and efficiency at work (Inuwa, 2016). Besides, an organization cannot achieve its full potential unless its employees are committed to its goals and objectives (Varsha and Bhati, 2012). Therefore, organizations should be primarily concerned about ensuring employees’ commitment to the organizational purposes and goals in addition to employees’ capability and efficiency at work. According to DeCuyper et al. (2011), employees’ commitment to an organization and their productivity would improve with the adoption of the practice of social exchange by employers. Social exchange is a process of mutual interdependence 2022 SCIENCELINE Journal of Educational and Management Studies Volume 12, Issue 2: 25-38; June 25, 2022 ISSN: 2322-4770 License: CC BY 4.0, DOI: https://dx.doi.org/10.54203/jems.2022.4 To cite this paper: Gautam KhP, Sharma P, Dhakal KN and Sharma A (2022). Job flexibility as a predictor of organizational commitment. J. Educ. Manage. Stud., 12(2): 25-38. DOI: https://dx.doi.org/10.54203/jems.2022.4