bus env less predictable,
need a greater capacity
for flexibility and to be
more agile; one way to
do this is to employ ppl
more flexibly
govts encouraging flex working
stat right to request
can be refused
reduce dependence on benefits &
encourage employers to create jobs
ageing population,
caring resp's - Asda
and B&Q
growth of service
sector, decline in
manufacturing
more young people in higher
education have fuelled demand
Types of Flexibility
Functional - multi skilled core staff
Numerical - where headcount can fluctuate as and when req
Temporal - f/t employees on perm contracts, hrs
of work fluctuate to work more when org is busy
and vice versa
Financial - initiatives on
reward mgt - vary amounts &
types of remuneration
THEORY
Atkinson's Flexible Firm 1984
Perm, core workers - functional flexibility
peripheral groups who are numerically and functionally flexible
outer ring are agency and sub contractors etc
this is the theory on how to structure an org to be flexible
Adv
Opportunity to exploit 24-hour
economy
Flexible employment suits more
flexible life-styles
Flexibility makes the economy more attractive to
inward investment
The economy can respond more flexibly to an
external economic shock – because wages and
employment are more flexible
Flexible labour markets help to reduce costs for firms;
for example, workers can be employed when they are
needed
Disadvantage
There are concerns about a lack of
training for workers on short term
contracts which has a long term
effect on their ability to regain
employment if they lose their jobs.
Longer term social implications of
labour market flexibility – the “24
hours per day” work culture and the
possible effects on family life.
Income uncertainties - as the
balance of risk in the workplace
shifts from the employer to the
employee
horter term contracts might lead to job
insecurity – for some people, the
concept of “job security” is being
gradually replaced by the concept of
“employability”. Frequent job changes
for workers can be unsettling for them
and for their families.
Types of flex working
flexi-time, term time
part time,
multi skilling, agency and temps
school hours, 9 day weeks
outsourcing
Zero hours
never
know when
you are
working
mgrs have too much power
in deciding who gets the
work
can be more costly for training
are part time staff less committed?
homeworking
staff can feel isolated
flexi - no need for o/t. Term time
means no one in at certain times
Benefits -
pos org outcomes
high job performance
successful change - more responsive
lower turnover, absenteeism,
grievances and stress
higher commitment, motivation
and job sat
greater efficiency
Concerns
work intensification
trying to full weeks in less
hours
easier for larger orgs to bring in than SME's
why? - usually HR is available
and union presence
GUEST 2004 - Flexibility has been
frequently identified as a key human
resource policy goal
Agile Future Forum
case studies of employers who are seeing and
using flexible working as a means to gain
competitive advantage
do ur homework; talk about
building org capability
Be clear whats in it for both parties
implications for the employer brand
is there a need for a 9-5 structure
THE CRITICAL PERSPECTIVE
It creates insecurity = low committment
it is incompatible with high commitment working
practices - i.e ppl who perceive themselves to be
peripheral to the operation will act accordingly -
it could avoid discretionary effort being given
Flexibility intensifies work to an
extent which is damaging for
employees - do full time work on
less hours, feel the need to do
more and work harder when in
work
It is divisive and can
benefit some groups
more than others e.g those with children
damages long term economic performance
Do most ppl really want full time and can't get it?
backlash from colleagues who do not qualify
it is socially undesirable - one strand
of employed ppl who are secure, on
strand who are peripheral and
insecure (flexible firm model)
harder to get a mortgage and
secure good wages
Can lead to unethical practice - mgrs could
be tempted to use development of a
peripheral workforce to exercise too great
a degree of power
can intensify work
can require ppl to work too long hours
unfairness from differential treatment
Mutual and Intelligent approaches
adopt approaches that
benefit both employer and
employee
it is possible for orgs to become more
flexible and at the same time avoid any
insecurity or possible negative
outcomes
Michael White 2004
focus on existing core
employees, give them
opps to develop greater
adaptability
effectively argue for a more
sophisticated form of funcional
flexibility
bottom up as opposed to
top down,
team oriented - invest in T&D
create self managed multi skilled teams where
members take responsibility and solve probs together -
it develops greater adaptibility an 'no hoarding' of
skills/knowledge
Peter Reilly 2001
partnership and negotiated
changes involving staff, taking on
board their concerns
employers
should focus
on the types of
flex working
their
employees
appreciate
and do not
use those that
breed
insecurity
a genuine employer commitment to enhance ppl's prospects
(their employability) by developing them through the provision
of T&D and experience