Employee well-being and performance are critical concerns in modern organizations. Drawing on Job Demands–Resources (JD-R) theory and Work–Life Boundary theory, this study examines how workplace flexibility and work–nonwork balance affect employee well-being and performance, and whether flexibility at home and psychological job demands moderate these relationships. Survey data were obtained from 885 full-time employees, and hypotheses were tested using partial least squares structural equation modeling. Results indicate that workplace flexibility promotes better work–nonwork balance, which in turn enhances employee well-being and performance. Employee well-being also shows a positive, albeit smaller, impact on performance. The moderating analyses reveal that flexibility at home strengthens the positive effect of workplace flexibility on balance, while high psychological job demands weaken the beneficial effect of balance on performance. These findings highlight the importance of supportive work–life practices and manageable job demand for fostering employee well-being and productivity. The study contributes to an integrative understanding of work–nonwork balance and offers practical insights for promoting sustainable employee performance.
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