BEYOND DEMOGRAPHICS: PERSONAL, ENVIRONMENTAL, RESOURCE, AND ORGANIZATIONAL DRIVERS OF WORK FROM HOME EFFECTIVENESS AMONG ADMINISTRATIVE STAFF IN NORTHERN MALAYSIAN PUBLIC UNIVERSITIES
DOI:
https://doi.org/10.35631/IJMOE.830060Keywords:
Hybrid Work, Job Demands-Resources Model, Malaysia, PERO Factors, Public Universities, Work from Home EffectivenessAbstract
Work from Home (WFH) has evolved from a temporary response to the COVID-19 pandemic into a permanent component of flexible work arrangements in many public sector organizations. Although WFH has become established, empirical evidence on the personal, environmental, resource-related, and organizational factors influencing its effectiveness in public higher education remains limited. This study investigates the influence of Personal, Environmental, Resource, and Organizational (PERO) factors on Work from Home Effectiveness (WFHE) among administrative staff in public universities in Northern Malaysia. Guided by Job Performance Theory and the Job Demands-Resources (JD-R) Model, a quantitative cross-sectional survey was conducted with 300 administrative employees from public universities in Kedah, Penang, Perlis, and Perak. Data were analysed using Statistical Package for the Social Sciences (SPSS) 29 and SmartPLS 4. Independent sample t-tests and one-way Analysis of Variance (ANOVA) revealed no statistically significant differences in WFH effectiveness across the examined demographic characteristics. Partial Least Squares Structural Equation Modelling (PLS-SEM) analysis demonstrated that the PERO model explained 78.1% of the variance in WFH effectiveness (R² = .781). Personal factors emerged as the strongest positive predictor, followed by organizational and resource factors, whereas environmental factors had a significant negative effect. The findings indicate that WFH effectiveness depends more on individual readiness, organizational support, reliable digital resources, and coherent institutional work systems than on demographic characteristics. They provide additional empirical support for the JD-R model by highlighting the importance of integrated personal, organizational, and technological resources. These findings offer evidence-based guidance for university leaders and policymakers in developing sustainable hybrid work policies that strengthen employee performance, organizational resilience, and digital transformation in public higher education institutions.
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