The Dilemma of Flexibility and Specialization: An Analysis of Their Impact on Employee Performance Amid Work Stress Pressure at PT Perkebunan Nusantara IV Medan

Abstract

Contemporary organizations face the challenge of balancing work flexibility demands with operational efficiency through job specialization, while simultaneously managing employee work stress. Despite extensive individual research on these constructs, limited empirical evidence exists regarding their combined influence on employee performance, particularly within the agricultural sector of emerging economies. This study examines the simultaneous and partial effects of work flexibility, job specialization, and work stress on employee performance within Indonesian state-owned plantation enterprises, utilizing the Job Demands-Resources (JD-R) theoretical framework. A cross-sectional quantitative design was employed, collecting data from 72 employees of PT Perkebunan Nusantara IV Regional II Medan through structured questionnaires. Respondents were selected using proportional stratified random sampling with Slovin’s formula (10% margin of error). The research instrument, consisting of 5-point Likert scale items, demonstrated acceptable validity (factor loadings > 0.50) and reliability (Cronbach’s α > 0.70). Data were analyzed using multiple linear regression following classical assumption testing for normality (Kolmogorov-Smirnov), multicollinearity (VIF < 10), and heteroscedasticity (Glejser test). The regression model significantly predicted employee performance (F = 82.177, p < 0.001), explaining 77.4% of variance (Adjusted R² = 0.774). Work flexibility demonstrated a negative significant effect (β = -0.312, t = -3.044, p = 0.003), while work stress exhibited a positive significant effect (β = 0.967, t = 13.763, p < 0.001). Job specialization showed a positive but non-significant effect (β = 0.114, t = 1.078, p = 0.285). The findings reveal a paradoxical relationship where work flexibility, contrary to conventional assumptions, negatively influences performance in structured agricultural operations, while moderate work stress serves as a performance catalyst. These results suggest that one-size-fits-all flexibility policies may be counterproductive in industries requiring coordinated physical operations, emphasizing the need for context-specific human resource strategies. This study extends JD-R theory application to the agricultural sector, demonstrating that the resource-demand balance operates differently across industry contexts. Organizations in similar sectors should implement structured flexibility programs with clear boundaries and leverage optimal stress levels through appropriate workload distribution and support systems.