Impact of Flexible Work Schedule on Employees’ Productivity
Introduction
The business organizations have been using flexible work arrangements for many years now, one of the reasons advocate their usage is that flexible work arrangements help the employees to better balance between their work and life needs (Almer, Cohen, & Single, 2003) . Also organizations that provide flexible work arrangements are more attractive to applicants and better in retaining its employees than other organizations that not offer such arrangements (Rau & Hyland, 2002; Bevan, Dench, Tamkin, & Cummings, 1999). In our study we will focus on flexible work schedules as a sort of flexible work arrangements.
The objective of this study is to understand the impact of schedule work schedules on the employees’ performance and if the job type is affecting the relationship between the flexible work schedule and employees’ performance.
Literature Review
Definition of flexible working hours
Flexible working hours is a way of arranging working hours to allow the employees to select their working hours themselves or even choose the number of hours they will work on a day (Hoffmann & Greenwood, 2001). Bevan and colleagues (1999) suggest that organizations that don’t recognize and address the work/life balance issues are at competitive disadvantage; some organization require a core time that all employees should be existing and outside this core time the employee have the flexibility to choose his/her working time (Eldridge & Nisar, 2011).
According to Beers (2000) jobs with high frequency of using flexible work arrangement are those don’t require starting and ending at specific time to do the job effectively. For example, flexible work arrangement is common among who work in executive, administrative, managerial and sales occupations. On the other hand the use of flexible work arrangement is lower for groups where the nature of job dictates a specific start and end time. For instance, nurses, teacher, and manufacturing operations.
Flexible work
The business organizations have been using flexible work arrangements for many years now, one of the reasons advocate their usage is that flexible work arrangements help the employees to better balance between their work and life needs (Almer, Cohen, & Single, 2003) . Also organizations that provide flexible work arrangements are more attractive to applicants and better in retaining its employees than other organizations that not offer such arrangements (Rau & Hyland, 2002; Bevan, Dench, Tamkin, & Cummings, 1999). In our study we will focus on flexible work schedules as a sort of flexible work arrangements.
The objective of this study is to understand the impact of schedule work schedules on the employees’ performance and if the job type is affecting the relationship between the flexible work schedule and employees’ performance.
Literature Review
Definition of flexible working hours
Flexible working hours is a way of arranging working hours to allow the employees to select their working hours themselves or even choose the number of hours they will work on a day (Hoffmann & Greenwood, 2001). Bevan and colleagues (1999) suggest that organizations that don’t recognize and address the work/life balance issues are at competitive disadvantage; some organization require a core time that all employees should be existing and outside this core time the employee have the flexibility to choose his/her working time (Eldridge & Nisar, 2011).
According to Beers (2000) jobs with high frequency of using flexible work arrangement are those don’t require starting and ending at specific time to do the job effectively. For example, flexible work arrangement is common among who work in executive, administrative, managerial and sales occupations. On the other hand the use of flexible work arrangement is lower for groups where the nature of job dictates a specific start and end time. For instance, nurses, teacher, and manufacturing operations.
Flexible work
References: Almer, E., Cohen, J. R., & Single, L. E. (2003). Factors Affecting the Choice to Participate in Flexible Work Arrangements. Auditing, 22(1). Ashford, S. J., Lee, C., & Bobko, P. (1989). Content, cause, and consequence of job in security: A theory-based measure and substantive test. Academy Of Management Journal, 32(4), 803-829. Beers, T. M. (2000). Flexible schedules and shift work: replacing the '9-to-5 ' workday?. Monthly Labor Review, 123(6), 33. Bevan, S., Dench, S., Tamkin, P., & Cummings, J. (1999). Family friendly employment: The business case. London: DfEE Research Report 136. Elbing, A. O., Gadon, H., & Gordon, J. R. (1974). Flexible working hours:It 's about time. Harvard Business Review, 18-33. Elbing, A. O., Gadon, H., & M. Gord, J. R. (1975). Flexible working hours: The Missing Link. California Management Review, 50-57. Eldridge, D., & Nisar, T. (2011). Employee and organizational impacts of flexitime work arrangements. Relations Industrielles / Industrial Relations, 66(2), 213-234. Haar, J. M. (2007). Exploring the benefits and use of flexitime: similarities and differences. Qualitative Research in Accounting & Management, Vol. 4 Iss: 1, 69 - 82. Hayman, J. R. (2009). Flexible work arrangements: exploring the linkages between perceived usability between flexible work schedule and work/life balance. Community, Work & Family, Vol. 12, No. 3, 327-338. Hoffmann, E., & Greenwood, A. (2001). Statistics on working time arrangements: An overview of issues and some experiences. Statistical Journal Of The UN Economic Commission For Europe, 18(1), 51. Lee, R. A., & Young, W. M. (1978). The factor method of calculating discretion in a flexible work hour schedule. Journal of Management Studies, 265-284. Martens, M. J., Nijhuis, F. N., Van Boxtel, M. J., & Knottnerus, J. A. (1999). Flexible work schedules and mental and physical health. A study of a working population with non-traditional working hours. Journal of Organizational Behavior, 35-46. McGuire, J. B., & Liro, J. R. (1987). Absenteeism and flexible work schedules. Public Personnel Management, Vol 16(1), 47-59. McMenamin, T. M. (2007). A time to work: recent trends in shift work and flexible schedules. Monthly Labor Review, 130(12), 3-15. Pierce, J. L., & Newstrom, J. W. (1980). Toward a conceptual clarification of empoyee responses to flexible working hours:A work adjustment approach. Journal of Management,Vol. 6, No. 2, 117-134. Pierce, J. L., & Newstrom, J. W. (1983). The design of flexible work schedules and employee responses: relationships and process. Journal of Occupational Behavior. vol. 4, 247-262. Pratt, M. K. (2006, November 27). Work/life balance: What 's it worth? ComputerWorld, pp. 30-32. Rau, B. L., & Hyland, M. M. (2002). Role conflict and flexible work arrangements: The effects. Personnel Psycology, 55, 111-136. Saltzstein, A. L., Yuan, T., & Saltzstein, G. (2001). Work-Family Balance and Job Satisfaction: The Impact of Family-Friendly Policies on Attitudes of Federal Government Employees. Public Administration Review, 61(4), 452. Wedderburn, A. (1996). Compressed working time. Bulletin of European Studies on Time.