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Temporal Flexibility: Management Strategies and Employee Preferences in the Retail Industry

Temporal Flexibility: Management Strategies and Employee Preferences in the Retail Industry The introduction of more flexible working time arrangements has become an important managerial objective in Australia. This is particularly the case in the retail services sector where management has sought to obtain greater freedom to match staffing levels more closely to fluctuations in the volume of customer demand. Such arrangements may not, however, be in accordance with employee preferences. The aim of this paper is to examine the issue of temporal flexibility by looking at the employment policies of a large retailing firm as well as the attitudes of its employees to the introduction of flexible working hours. Contradictions are identified in the company's labour utilization strategy, which have attendant costs for both the employees and the organization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Industrial Relations SAGE

Temporal Flexibility: Management Strategies and Employee Preferences in the Retail Industry

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References (21)

Publisher
SAGE
Copyright
Copyright © by SAGE Publications
ISSN
0022-1856
eISSN
1472-9296
DOI
10.1177/002218569403600302
Publisher site
See Article on Publisher Site

Abstract

The introduction of more flexible working time arrangements has become an important managerial objective in Australia. This is particularly the case in the retail services sector where management has sought to obtain greater freedom to match staffing levels more closely to fluctuations in the volume of customer demand. Such arrangements may not, however, be in accordance with employee preferences. The aim of this paper is to examine the issue of temporal flexibility by looking at the employment policies of a large retailing firm as well as the attitudes of its employees to the introduction of flexible working hours. Contradictions are identified in the company's labour utilization strategy, which have attendant costs for both the employees and the organization.

Journal

Journal of Industrial RelationsSAGE

Published: Sep 1, 1994

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