<![CDATA[This study examines the structural relationships among Flexible Working Arrangements (FWA), Work-Life Balance (WLB), Job Satisfaction (JS), and Employee Performance (EP) in the contemporary professional landscape. Grounded in Job Demands–Resources Theory and Social Exchange Theory, the research framework positions Job Satisfaction as the critical attitudinal mechanism through which structural work-life resources are converted into individual workplace productivity. Utilizing a quantitative research design with a cross-sectional survey, primary data were gathered from a purposive sample of 200 active participants navigating flexible systems. The measurement model was rigorously validated via variance-based PLS-SEM, confirming excellent convergent validity and scale reliability across all latent constructs. The structural model results show that all proposed direct and indirect hypotheses are statistically supported, with highly significant positive effects. Specifically, WLB exerts a strong positive impact on JS and directly enhances EP Flexible WFA as a vital institutional resource that significantly drives JS and directly improves task execution. Furthermore, JS strongly drives EP and serves as a significant partial mediator for both exogenous resources, bridging the pathways of FWA and WLB to workforce productivity. Ultimately, these discoveries provide an innovative blueprint for industry leaders and human resource practitioners, demonstrating that sustainable corporate performance is systematically unlocked not by exploiting worker endurance, but by institutionalizing shift autonomy, protecting emotional energy, and fostering a supportive, satisfying work environment.]]>
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