<![CDATA[This study examines the effect of flexible working arrangements (FWA) on job satisfaction by investigating perceived organizational support (POS) simultaneously as a mediating mechanism and a moderating condition. A quantitative explanatory design was employed using cross-sectional data collected through an online questionnaire from 200 employees engaged in telecommuting, job-sharing, flexible-schedule, hybrid-work, and other organizationally supported flexible working arrangements across Java, Indonesia. Respondents were selected through non-probability sampling, and the data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that FWA did not directly affect job satisfaction significantly (β = 0.156; t = 1.698; p = 0.090). However, FWA had a positive and significant effect on POS (β = 0.704; t = 16.040; p < 0.001), while POS positively and significantly affected job satisfaction (β = 0.616; t = 6.583; p < 0.001). POS also fully mediated the relationship between FWA and job satisfaction (β = 0.434; t = 5.996; p < 0.001). Conversely, POS did not significantly moderate the relationship between FWA and job satisfaction (β = 0.081; t = 1.316; p = 0.188). The model explained 49.6% of the variance in POS and 51.7% of the variance in job satisfaction, with a predictive relevance value of Q² = 0.756. Theoretically, these findings extend Organizational Support Theory and Social Exchange Theory by demonstrating that POS operates more strongly as a psychological mechanism than as a boundary condition in flexible work settings. Practically, organizations should complement flexible work policies with consistent managerial, emotional, and institutional support. Overall, flexible work improves job satisfaction primarily when employees interpret it as meaningful organizational support rather than merely as freedom over their working time or location.]]>
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