Flexibility and the workplace: the battle to control working time

Flexibility and the workplace: the battle to control working time Purpose – Seeks to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Success in business involves to some extent having a workforce flexible enough to meet changeable demands. But flexibility has become a two way process and employees, particularly mothers of young children, are increasingly requesting work arrangements that allow them to better balance work and home life. One survey revealed several reasons for employees wanting to reduce their working hours but “spending time with family” was the most popular. The difficult challenge, therefore, is to develop workplace policies that serve the interest of both employer and employee alike. Flexibility at work now takes various forms and includes such as job sharing, variable working time and telecommuting alongside conventional part time schedules. These arrangements vary across different countries and reflect the amount of control over working time that employer or employee enjoys in relation to when the work is done and the number of hours worked during a specific period. Practical implications – Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Managerial Law Emerald Publishing

Flexibility and the workplace: the battle to control working time

Managerial Law, Volume 48 (6): 5 – Nov 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0309-0558
DOI
10.1108/03090550610715936
Publisher site
See Article on Publisher Site

Abstract

Purpose – Seeks to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Success in business involves to some extent having a workforce flexible enough to meet changeable demands. But flexibility has become a two way process and employees, particularly mothers of young children, are increasingly requesting work arrangements that allow them to better balance work and home life. One survey revealed several reasons for employees wanting to reduce their working hours but “spending time with family” was the most popular. The difficult challenge, therefore, is to develop workplace policies that serve the interest of both employer and employee alike. Flexibility at work now takes various forms and includes such as job sharing, variable working time and telecommuting alongside conventional part time schedules. These arrangements vary across different countries and reflect the amount of control over working time that employer or employee enjoys in relation to when the work is done and the number of hours worked during a specific period. Practical implications – Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Journal

Managerial LawEmerald Publishing

Published: Nov 1, 2006

Keywords: Flexible working hours; Business environment

References

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