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Power dynamics in the long‐term development of employee‐friendly flexible working

Power dynamics in the long‐term development of employee‐friendly flexible working This paper focuses on the possibilities of the long-term development of flexible working as a work-life policy, through understanding the power dynamics between the individual and the organisation. The study presents a framework which summarises the factors influencing the employee-employer power dynamics, and leads us to the research questions. The methodology involves triangulation in case studies in two organisations based on surveys of representative samples in each organisation ( n = 243 and n = 128) and interviews with the management. Findings support the long-term development of employee-friendly flexible working. There is a strong desire, and a lack of polarisation of attitudes, among employees for greater flexibility. Certain employee groups with stronger negotiating power have initiated the work-life debate, but in doing so, they have increased the power of all employees through lowering ideological barriers, and creating knowledge of new possibilities and aspirations. Favourable external pressures and changing business needs also improve the position of employees. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Women in Management Review Emerald Publishing

Power dynamics in the long‐term development of employee‐friendly flexible working

Women in Management Review , Volume 18 (1/2): 18 – Feb 1, 2003

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References (101)

Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0964-9425
DOI
10.1108/09649420310462316
Publisher site
See Article on Publisher Site

Abstract

This paper focuses on the possibilities of the long-term development of flexible working as a work-life policy, through understanding the power dynamics between the individual and the organisation. The study presents a framework which summarises the factors influencing the employee-employer power dynamics, and leads us to the research questions. The methodology involves triangulation in case studies in two organisations based on surveys of representative samples in each organisation ( n = 243 and n = 128) and interviews with the management. Findings support the long-term development of employee-friendly flexible working. There is a strong desire, and a lack of polarisation of attitudes, among employees for greater flexibility. Certain employee groups with stronger negotiating power have initiated the work-life debate, but in doing so, they have increased the power of all employees through lowering ideological barriers, and creating knowledge of new possibilities and aspirations. Favourable external pressures and changing business needs also improve the position of employees.

Journal

Women in Management ReviewEmerald Publishing

Published: Feb 1, 2003

Keywords: Human resource management; Organizational culture

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