Essays on Options in Flexible Workforce Coursework

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The paper "Options in Flexible Workforce " is an outstanding example of management coursework.   This paper presents an analysis of flexible workforce both as a desirable and achievable goal of an organizational resourcing strategy. The first part is a detailed description of flexibility in relation to the organizational workforce. This is followed by an examination of the key options in workplace flexibility. Under this category, aspects such as flexible time, reduced time, flex leaves, and flex-careers will be highlighted. Subsequent to this, forms of workforce flexibility will be analysed with the intention of bringing to surface ways that an organization can practise flexibility without hampering success or killing employee morale.

Eventually, the paper will give a succinct account of the strategic approach to workforce flexibility. Flexible Workforce According to Beardwell (2004), flexibility simply defines how and when work is supposed to be done. It further illustrates how careers are organised to achieve workforce effectiveness. Flexibility is often employed by organizations to improve recruitment and retention of staff. It further assists in managing workload and responding to employee diversity. Stredwick (2005) affirms that a flexible workforce is indispensable where an organization is focusing on tapping new skills and minimising future deficiency of skills. Emerging issues within an organization related to skill shortages will be addressed by a flexible workforce strategy given that an organization is able to access specific skills from a pool of talent.

A business is therefore not restricted to search for candidates who are pursuing a permanent role. Flexibility in the workforce further implies finding a balance between permanent staff and temporary employees. This is in recognition of the fact that success in workforce flexibility goes beyond utilising temporary staff for a specific task.

Moreover, flexible workforce deals with the long-term strategy of managing a workforce where factors such as peak demands, annual leave, and system updates are recognised. Options in workplace flexibility The traditional flexible time is an opportunity for employees to choose when to start and quit working within a specific range of hours. Flexible time can also be in the form of daily flextime where employees choose their working hours within core-operating hours. Employees may as well be allowed to work in terms of a compressed workweek.

In this case, an employee may work for 10 hours daily over 4 days instead of 8 hours daily over 5 days. Some companies have a flexible time arrangement where employees work an extra hour from Monday to Thursday then end work at 12.00pm on Friday. Flexibility can be achieved in a reduced time basis. A workforce assumes a part-time job by working part of the days. Job sharing is also part of the reduced time form of flexibility. In this situation, employees share a full-time job with their salary and benefits.

Additionally, there is part-year work, which necessitates working annually on reduced hours. An example is a labour force working fulltime during the school year then going on holidays. It is noticeable that many organizations allow its labour force to take up flexible leaves. Such a period is utilised by employees to attend to personal and family matters. In the same vein, time off is allowed when an employee wants to seek medical attention. Under organizational arrangements, parents may obtain parental leave with an objective of taking care of a newborn or foster child.

Moreover, a flexible career was highlighted as one approach to achieving organizational workforce flexibility. According to this strategy, there are multiple entry, exit, and re-entry over a career period. A person can take time out with the ability to re-enter.

Reference

list

Atkinson, J., 1984. “Manpower strategies for flexible organisations.” Personnel

Management, August, pp 28-31.

Beardwell, I., Holden, L., and Claydon, T., 2004. “Human resource management: A

contemporary approach.” 4th ed. Essex, UK: Prentice Hall.

Council of Economic Advisers. (2010). Work-life Balance and the Economics of Workplace Flexibility. Retrieved from http://www.whitehouse.gov/files/documents/100331-cea-economics- workplace-flexibility.pdf. Accessed on 23, October 2011.

Sarantinos., V., 2007. Flexibility in the workplace: What happens to commitment? Journal of Business and Public Affairs, 1(2): 1-10.

Stredwick, J., and Ellis, S., 2005. Flexible Working. 2nd Edition. London: CIPD.

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