Flexible work arrangements & knowledge workers in an iGaming organization : a case study

Abstract

Malta has in recent years experienced an economic surge brought about by iGaming companies establishing their operations locally. This was in line with the government vision of changing the local workforce from one that is based on manufacturing, to one that is built on knowledge workers operating in a service-based economy. This vision has led to iGaming companies accounting for a significant percentage of the country’s Gross Domestic Product, and employing thousands of local knowledge workers within their ranks. This sector has now become one of the most important, second only to tourism. Such iGaming companies heavily rely on knowledge workers, whose skills and expertise are essential for organisational growth and innovation. With so many iGaming companies established in such a small country, employee retention is proving to be a significant challenge for any Human Resources department. This study will look into the approach of using flexible work arrangements within the iGaming workforce, in a bid to increase employee engagement and retention. In this qualitative study, in-depth interviews were held with a number of knowledge workers employed by one of the largest local iGaming companies. These employees, who hold various roles within different specialised departments, are probed to analyse what impact, if any, have on their employment choices, how effective they are in retaining employees, and how prevalent such arrangements are within the organisation. The employee’s views and expectations are also analysed to determine seen as a positive or negative influence on their current jobs and longer-term career aspirations. The outcome of this study reveals that flexible work arrangements in the iGaming industry are well established, and even expected, by the workforce. This is both due to the exigencies of the industry, as well as the heavy reliance that such businesses have on technology. Results also show that such arrangements need to be specifically tailored to suit individuals, and that management perception towards flexibility and remote work play a key role in determining to what degree the workforce avail themselves of such arrangements.