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Flexibility is good for employers and bad for workers Comment Human Rescource Management 1 Module Code:BH2301 Assignment Karan Powani K0961800 Professor Mahesh Luthia Word Count: 1250 25th August, 2010

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Topic Introduction Employers and Employees opinion about Workplace Flexibility

Conclusion References

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INT ODU TION

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i l Fl i ilit

Functi nal Fl i ilit

Fl i ilit . Numerical Flexi ilit : T e workers are employed according to how well the business is doing. Functional Flexibility: The worker is trained to perform other functions or work in the various fields in the Company. Richman et al, ( ) states that Over the past few years, there has been an increased awareness paid on

workplace flexibility as it is favourable for both the employers and the employees. This essay will aim to give a critical review if flexibility is good for employers and bad for workers.

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and E

opinion about Workplace Flexibility

E ployees Opinion about Workplace Flexibility Flexible work practices have been viewed by employees as a valuable tool to facilitate work-life management and reduce work-life conflicts (Richman et al., 2008). According to the employees, workplace flexibility encourages them to become a part of an organization that helps them to attain job satisfaction and stay for a longer period of time with their employers. It benefits the employers as the employee is engaged to his work and has intentions to stay with the organization for a longer period of time. Workplace flexibility is an essential management practice which contributes to the success of the company (Richman et al., 2008). The positive outcomes for the employee and the organization have been linked to Workplace flexibility. The endurance of supportive work life manner, especially schedule flexibility, and supportive supervisors had absolute positive effects on apprehend control over work and family matters as well as some direct effects on psychological, Physiological, and behavioral barometers of strain. Perceived control, sequentially, was affiliated with lower levels of work family combat, and lower levels of job aversions, depression, corporeal complaints, and blood cholesterol ( Thomas & Ganster, 1995 ). The possibility of distinguishing work life programs, work hours, and apparent aspects of the work family culture ( time demands, manager support and sensitivity, and negative career consequences of devoting time to family ) were differentially associated to results of affective dedication, work- tofamily conflict, and aim to leave the organization ( Thompson, Beauvais, & Lyness, 1999 ). Employees control over timing, and place of work was considerably connected to organizational commitment while the occupancy of formal and informal flexibility tactics alone was not related. Workplace flexibility is the ability of workers to make choices influencing when, where, and for how long they engage in work- related tasks ( ill et al., 2008) and dwell on employees control or choice over key aspects of work as its central feature.
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In order for workplace flexibility to be successful, employees have to be aware of their duties and their responsibilities in the organization. For flexibility to work there has to be a proper understanding between the employees and employer. Employees cannot recognize an organization if its approach is against their values and if they do not feel merged into the business. Employees do not want bonuses if they are being offered flexibility and more time off from their employers (Sladek and Hollander, 2009).

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Workers Opinion on Workplace Flexibility When the organization comes under monetary pressures, the only answer to face such pressure is flexibility. This pressure leads the employers to cut-cost, improve their capability and increase their production efficiency that helps them in being active and to do well in the future (Reilly, 1998). Numerical Flexibility demands a constant monitoring on the part of the employers in case of unskilled or semi-skilled staff (Grugulis, Vincent, & Hebson, 2003). Employees control over cantering, timing, and place of work was considerably connected to organizational commitment while the occupancy of formal and informal flexibility tactics alone was not related. Workplace flexibility, stated in the exclusive issue as the ability of workers to make choices influencing when, where, and for how long they engage in work- related tasks (Hill et al., 2008) dwell on employee control or choice over key aspects of work as its central feature. Employers will benefit if flexibility is provided to the employee as it will result in increased employee engagement, trust and loyalty by the employee which will lead to the business being more successful by increasing the profits (Sladek and Hollander, 2009). Functional flexibility which consists of cross-training and job enlargement will help to reduce failure costs, increases productivity & increases responsiveness of Company which positively impacts workers confidence ( aruppan, 2006). Numerical flexibility will results in job insecurity for the workers as they do not have a permanent contract. When work is outsourced Companies try to exercise greater control over the workers to ensure that the quality is met. This leads to reduction in skills and no motivation as the contract with these workers is temporary(Grugulis, Vincent & Hebson, 2003). Grugulis, Vincent & Hebson (2003) dispute that numerical flexibility is bad for workers as they have low job security and have to face tighter control in the organization.

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Some firms and Companies hire Part-time workers but they are worthless to the business as they do not have the dedication or loyalty for the employer and the business. This is a disadvantage when they have to achieve a particular target as these workers show least interest in the work assigned and do not finish the work properly. Employers have to firstly get rid of their negative thinking. Employers still create a road block when it comes to offering employees flexibility.

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Conclusion
Flexibility can go a long way in achieving the relationship of partnership between employers and employee and brings both of them together to achieve a common objective. Every Company or business organization focuses on growth in the market which is very unpredictable Flexibility provides this growth. For employees, Flexibility is important as it is considered a technique aimed at solved or reducing labor crisis or extreme rigidity at work place. An employee spends eight to nine hours a day in the office so it is necessary to offer them flexibility to do their job. Flexibility is a very important thing in this modern world as all employees would prefer a flexible organization. Flexibility have advantages like higher job satisfaction, employee retention and many more benefits (Richman et al., 2008) (Grugulis, Vincent & Hebson, 2003). However, flexibility does have some disadvantages in the form of tight control, loss of job security and other disadvantages(Grugulis, Vincent & Hebson, 2003). Organizations have to make profits and to do this organisation needs to make quick decisions and therefore organizations provide employees with flexibility so that they can take these quick decisions and makes profits for their organization. Flexibility has both positive and negative impact on employers and workers. Although, the advantages and disadvantages may differ from case to case it can be seen that flexibility is good for both employer and the workers as its benefits are more than the shortcomings.

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R EFERENCE

Karuppan, C.M. (2006) 'Labor Flexibility: Too Much of a Good Thing?', Industrial Management, 48 (5), pp.13-18 ESBCO host [Online]. Available at: http://connection.ebscohost.com/content/article/1043178812.html;jsessionid=EB7C445DB22DAA1BFD7D 9FF98553E578.ehctc1 (Accessed: 15th August 2010).

Richman, A., Civian, J., Shannon, L., Brennan, R. & Hill, J.E. (2008) 'The relationship of perceived flexibility, supportive work-life policies, and use of formal flexible arrangements and occasional flexibility to employee engagement and expected retention', Community, Work & Family, 11 (2), pp.183-197 IngentaConnect [Online]. Available at: http://www.ingentaconnect.com/content/routledg/ccwf/2008/00000011/00000002/art00006 (Accessed: 15th August 2010).

Grugulis, I., Vincent, S. & Hebson, G. (2003) 'The rise of the 'network organisation' and the decline of discretion', Human Resource Management Journal, 13 (2), pp.45-59 IngentaConnect [Online]. Available at: http://www.ingentaconnect.com/content/irs/hrmj/2003/00000013/0000 0002/art00004 (Accessed: 17th August,2010).

Sladek C. & Hollander E. (2009). Where is everyone? The Rise of Workplace Flexibility, Benefits Quarterly, 25 (2), p. 17-22 Business Source Premier [Online]. Available at: http://web.ebscohost.com (Accessed: 15th August, 2010).

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Thomas, L. T., & Ganster, D. C. (1995). Impact of family-supportive work variables on work family conflict and strain: A control perspective. Journal of Applied Psychology, 80, p.6-15 Business Source Premier [Online]. Available at: http://web.ebscohost.com (Accessed: 23rd August 2010).

Thompson, C. A., Beauvais, L. L., & Lyness, K. S. (1999). When work_family benefits are not enough: The influence of work family culture on benefit utilization, organizational attachment, and work family conflict. Journal of Vocational Behaviour, 54(3), p.392-415 Business Source Premier [Online]. Available at: http://web.ebscohost.com (Accessed: 22nd August, 2010).

Reilly, P.A. (1998). 'Balancing Flexibility-Meeting the Interests of Employer and Employee', European Journal of Work and Organizational Psychology, 7 (1), pp.7-22 IngentaConnect [Online]. Available at: http://www.ingentaconnect.com/content/psych/pewo/1998/00000007/00000001/a rt00002 (Accessed: 15th August 2010).

Jeffery Hill, E., Grzywacz, J. G., Allen, S., Blanchard, V. L., Matz-Costa, C., Shulkin, S., & PittCatsouphes, M. (2008). Defining and conceptualizing workplace flexibility. Community, Work & Family, 11(2), pp.149-163 Business Source Premier [Online] Available at: http://web.ebscohost.com/bsi/detail?vid=4&hid=103&sid=85005b1f-34f6-472491d4b39e803e6cac%40sessionmgr11&bdata=JnNpdGU9YnNpLWxpdmU%3d#db=buh&AN=32708205 [Accessed: 23rd August 2010].

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