Perceptions and negotiations of the “business case” for flexible careers and the integration of part‐time work

Perceptions and negotiations of the “business case” for flexible careers and the integration... Looks at the extent to which employers recognise and act on “business case” incentives for implementing working‐time flexibility for those wishing to develop career paths. Focuses, in particular, on women's flexibility following maternity and their ability to access part‐time management positions through accommodating a reduction in working hours, or the integration and promotion of women working part‐time to managerial status. The research was generated through 62 qualitative interviews with mothers currently working in the hospitality industry and a further ten interviews with male and female managers of these women. Findings reveal that while managers are aware of the benefits of retaining highly qualified women managers, these informal practices are not universally accessible. There is little evidence that managers recognise a “business case” for the integration of part‐time workers into higher occupational grades, despite the recent regulation of part‐time work in the UK. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Women In Management Review Emerald Publishing

Perceptions and negotiations of the “business case” for flexible careers and the integration of part‐time work

Women In Management Review, Volume 19 (8): 8 – Dec 1, 2004

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0964-9425
DOI
10.1108/09649420410570225
Publisher site
See Article on Publisher Site

Abstract

Looks at the extent to which employers recognise and act on “business case” incentives for implementing working‐time flexibility for those wishing to develop career paths. Focuses, in particular, on women's flexibility following maternity and their ability to access part‐time management positions through accommodating a reduction in working hours, or the integration and promotion of women working part‐time to managerial status. The research was generated through 62 qualitative interviews with mothers currently working in the hospitality industry and a further ten interviews with male and female managers of these women. Findings reveal that while managers are aware of the benefits of retaining highly qualified women managers, these informal practices are not universally accessible. There is little evidence that managers recognise a “business case” for the integration of part‐time workers into higher occupational grades, despite the recent regulation of part‐time work in the UK.

Journal

Women In Management ReviewEmerald Publishing

Published: Dec 1, 2004

Keywords: Women; Case studies; Flexibility agreements; Careers; Part time workers; Hospitality services

References

  • Introduction
    Auer, P.

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