Essays on Flexible Working Practices Coursework

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The paper "Flexible Working Practices" is a great example of management coursework.   Workers are required to duties at a specific time, and the traditional approach is between 8 am and 5 pm even though there are instances of overtime and shift hours. In addition, it is recommended that employees have to work eight hours a day and this idea is changing because of newer working strategies such as flexible working practices. Flexible working arrangements and practices include numerous processes and approach that affects the working conditions both from the perspective of the employer and employee.

Some of the common variables associated with flexible working practices include flexible roster schedules, flexible working patterns, flexible hours, flexible location, and job sharing, among other strategies. Debate exists on the effectiveness of such a strategy in accomplishing respective roles and responsibilities. Does the strategy benefit the employees? Does the approach benefit the employer? The aim of this paper is to discuss who wins when flexible working practices are employed in the workplace. The paper discusses the benefits and shortcomings of the processes from the perspective of both the employee and employer and concludes made based on the outcome of the discussion to determine which side between the employee and employer wins. The benefit to the Employer Efficiency and Cost-Effectiveness Efficiency is improved because hiring costs and employee turnover is reduced.

It is unlikely for satisfied employees to look for more flexible working conditions or seeks alternative employment because of challenges of scheduling and assignment of duties (Eichhorst and Marx 2011). The company will not need to invest in seeking for alternative talent since the employees are motivated: costs for hiring are cut, which translates into more profitability (Phelan, Link, and Tehranifar, 2010). Apart from hiring and employee turnover, overheads are also reduced (Lengnick-Hall, Beck, and Lengnick-Hall 2011).

The employees are allowed to work from different locations such as home meaning overhead costs are reduced. In addition, flexible working including shifts means that the machinery and other equipment usage are capitalized e. g. there is no less downtime (Phelan, Link, and Tehranifar, 2010). It reduces the cost because the business may have decided to increase the machines to fulfill the requirements of daytime working but the flexibility of the employees to work even at night or based on shifts means the capacity and capability of the employees are capitalized resulting in savings for the company.

References

Blustein, D., 2013. The psychology of working: A new perspective for career development, counseling, and public policy. New York: Routledge.

Eichhorst, W. and Marx, P., 2011. Reforming German labour market institutions: A dual path to flexibility. Journal of European Social Policy, 21(1), pp. 73-87.

Figart, D.M. and Golden, L. eds., 2013. Working Time: International trends, theory and policy perspectives. California: Routledge.

Francesca, C., Ana, L.N., Jérôme, M. and Frits, T., 2011. OECD Health Policy Studies Help Wanted? Providing and Paying for Long-Term Care: Providing and Paying for Long-Term Care (Vol. 2011). OECD Publishing.

Galea, C., Houkes, I. and De Rijk, A., 2014. An insider's point of view: how a system of flexible working hours helps employees to strike a proper balance between work and personal life. The International Journal of Human Resource Management, 25(8), pp.1090-1111.

Hegewisch, A. and Gornick, J.C., 2011. The impact of work-family policies on women's employment: a review of research from OECD countries. Community, Work & Family, 14(2), pp.119-138.

Kelly, E.L., Moen, P. and Tranby, E., 2011. Changing workplaces to reduce work-family conflict schedule control in a white-collar organization. American Sociological Review, 76(2), pp. 265-290.

Lengnick-Hall, C.A., Beck, T.E. and Lengnick-Hall, M.L., 2011. Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3), pp.243-255.

Phelan, J.C., Link, B.G. and Tehranifar, P., 2010. Social conditions as fundamental causes of health inequalities theory, evidence, and policy implications. Journal of Health and Social Behavior, 51(1 suppl), pp.S28-S40.

Sennett, R., 2011. The corrosion of character: The personal consequences of work in the new capitalism. London: WW Norton & Company.

Walker, A. and Maltby, T., 2012. Active ageing: A strategic policy solution to demographic ageing in the European Union. International Journal of Social Welfare, 21(s1), pp.S117-S130.

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