The Impact of Organizational Flexibility on Job Performance: A Field Study of Employees at the Faculty of Economics, University of Benghazi

Abstract

This study aims to examine the effect of organizational flexibility on job performance among employees at the Faculty of Economics, University of Benghazi, by assessing both variables and identifying organizational practices that could support task accomplishment. The study adopts a descriptive analytical approach and uses a twelve-item questionnaire, divided equally between organizational flexibility and job performance, with responses measured on a three-point Likert scale. The target sample comprises 60 employees. Hypothetical response distributions were used to illustrate the descriptive analysis procedures. These distributions yielded mean scores of 2.283 out of 3 for organizational flexibility and 2.567 for job performance. Coordination between departments received the highest mean within organizational flexibility, whereas opportunities to learn new tasks and roles received the lowest. Compliance with work instructions and procedures ranked highest among job performance items. These illustrative patterns suggest potential priorities for staff training, clearer delegation of authority, and employee participation in improving work procedures. However, the calculations do not represent actual field findings or establish an effect of organizational flexibility on job performance. Testing this effect requires actual respondent-level data, assessment of instrument validity and reliability, and appropriate inferential analyses.