Flexible Working Hours for Employees
Introduction
The need for the solution in the increasing unemployment rate already reached the government’s policies and regulations. There are individuals who are willing to take the initiative in securing their job and the big problem across the labor, if not the unemployment, is the underemployment and low-paying jobs which might not satisfy the needs of the workers.
Background and Problem Statement
Job flexibility is a critical resource for maintaining job satisfaction and quality of life among employees. Because of the many benefits that can be discover in the labor community, many organizations encourages and supports flexible work arrangements when they meet the needs of both the organization and the individual. Work arrangements define when, where, and how work gets done. Flexible work arrangements are alternatives to the traditional “9-to-5” workday, the standard workweek, or the traditional workplace. Flexibility enables individuals to make adjustments to changing circumstances. These alternatives can assist employees in balancing work, personal commitments and retirement planning, while meeting business needs and objectives. Additionally, supervisors/managers can use flexible schedules as tools to promote productivity, enhance job satisfaction, and develop management and leadership skills. These same alternatives can enhance recruitment and retention of valuable employees (Center for Work, Family & Personal Life, 2004). Because of the proposal to create a balance personal and working life of an individual, there are two problems that the study should investigate:
1. Why is there need for flexible working hours of employees in the organization?
2. What is the impact of flexible working hours of employees in the organization?
Research Aim and Objectives
The main aim of the study is to investigate the impact of working hours’ flexibility of the employees. In order to administer the data gathering, there are objectives that need to be considered. First is to determine the factors that influence in the proposal of flexible working hours. Second is to demonstrate the effects or impact of flexible working hours through examining the various types of labors in the country and in other countries. Third is to define the theories or models related to the effectiveness of the flexible working hours. And fourth is to recognize the perceptions of both employees and employers regarding the flexible working hours.
Literature Review
Recent studies suggest that job flexibility can offer many benefits to both employers and employees, including improved job satisfaction, reduced absenteeism, greater commitment, and reduced turnover. For example, in a Boston College Center for Work & Family study of six large companies, 70% of managers and 87% of employees reported that working a flexible arrangement had a positive or very positive impact on productivity; 65% of managers and 87% of employees reported that a flexible work arrangement had a positive or very positive impact on the quality of work; and 76% of managers and 80of employees indicated that flexible work arrangements had positive effects on retention. Many employees in all departments within an organization have their own idea about the valuable programs such as the flexible working hours. However, the most frequently cited barriers to getting flexibility were the nature of the work and immediate supervisors (Center for Work, Family & Personal Life, 2004). The central concerns are balancing the employers' need for a flexible workforce (especially in the context of increased competition) with the societal need to maintain a skilled workforce. There is empirical evidence that career opportunities and training for part-timers and temporary employees are limited, and the loadings (increased hourly wage rates) for temporary workers to compensate for lack of benefits (such as sick leave, intermittence, and impermanence of work) cash out benefits that are needed to be paid in kind for the long-term welfare of the workers (Viswesvaran, 1994; Sousa-Poza & Henneberger, 2002).
Methodology
The applied method in the study is the combination of quantitative and qualitative research. Through the help of secondary information, all the necessary data are collected pertaining to the flexible working hours and can answer the objectives of the study. The materials wherein the researcher/s can review are the books, journals, previous researches, investigative reports, and other data that might cover the issue on the flexible working hours. Here, the study can deliver the literature gaps and other important aspects or concerns which are essential in the construction of flexible working hours. On the other hand, the use of survey and interview is advised to demonstrate the perception of two parties (employees and employers). Through the use of questionnaires, the participants who are the employees can freely answer the issue on the flexible working hours. Meanwhile, the managers or business leaders are interviewed to determine their expectations and other concerns about the flexible working hours.
References:
Center for Work, Family & Personal Life (2004) Guide to Job Flexibility at MIT: Tools for Employees and Supervisors Considering Flexible Work Arrangements [Online] Available at: http://hrweb.mit.edu/worklife/flexible_work_arrangements.pdf [Accessed 06 October 2010].
Sousa-Poza, A., & Henneberger, F., (2002) An Empirical Analysis of Working-Hours Constraints in Twenty-One Countries, Review of Social Economy, 60(2): 209+
Viswesvaran, C., (1994) Flexible Working Time: Part-time and Casual Employment, Personnel Psychology, 47(4): 948+
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