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Managerial decision making regarding alternative work arrangements

Managerial decision making regarding alternative work arrangements Alternative work arrangements that offer employees flexibility in the time and place of work have been found to be both popular with employees and beneficial for organizations. However, alternative work arrangement programmes that are implemented by organizations are likely to be ineffective unless they are supported by first‐line managers. In this policy‐capturing study, participants with managerial experience responded to vignettes in which they were asked to make decisions about whether to approve various subordinates’ requests for alternative work arrangements. As a group they tended to make decisions in accordance with their own short‐term self‐interest. Requests that were expected to be more disruptive to the conduct of work (e.g. requests from subordinates who were working on more critical tasks and possessed more special skills, requests for an unpaid leave of absence over requests for varying the work site) received less favourable decisions. However, cluster analysis revealed four distinct clusters of managers who employed fundamentally different decision policies. The results suggest that organizations need to take actions to ensure equity, consistency and a long‐term orientation in managerial decisions about alternative work arrangements. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Occupational and Organizational Psychology Wiley

Managerial decision making regarding alternative work arrangements

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Publisher
Wiley
Copyright
1999 The British Psychological Society
ISSN
0963-1798
eISSN
2044-8325
DOI
10.1348/096317999166482
Publisher site
See Article on Publisher Site

Abstract

Alternative work arrangements that offer employees flexibility in the time and place of work have been found to be both popular with employees and beneficial for organizations. However, alternative work arrangement programmes that are implemented by organizations are likely to be ineffective unless they are supported by first‐line managers. In this policy‐capturing study, participants with managerial experience responded to vignettes in which they were asked to make decisions about whether to approve various subordinates’ requests for alternative work arrangements. As a group they tended to make decisions in accordance with their own short‐term self‐interest. Requests that were expected to be more disruptive to the conduct of work (e.g. requests from subordinates who were working on more critical tasks and possessed more special skills, requests for an unpaid leave of absence over requests for varying the work site) received less favourable decisions. However, cluster analysis revealed four distinct clusters of managers who employed fundamentally different decision policies. The results suggest that organizations need to take actions to ensure equity, consistency and a long‐term orientation in managerial decisions about alternative work arrangements.

Journal

Journal of Occupational and Organizational PsychologyWiley

Published: Mar 1, 1999

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