Critical Review of the Article Flexible Working by Alexander Rosie - Coursework Example

Number: Critical Review of the Article Flexible Working by Alexander Rosie Employment contracts that advocate full-time working are common in contemporary management practices. Such contracts create monotony for employees who possess multiple skills. Moreover, the productivity of such employees greatly diminishes. Similarly, situations may arise in places of work that may prompt employees to vacate duty. The full-time contracts restrict employees’ absenteeism from duty. Thus, flexible working provides a practice that might suit most employees. Key words: Flexible working, employees’ management, employers Introduction The article Flexible Working by Alexander Rosie addresses the issue of flexible working. Many people possess numerous skills that lie unexploited. Flexible working is a matter of concern as it regards the exploitation of hidden skills of workers (Alexander 1). The monotony of working in the same location for long hours dreads many employees. Long working hours on the same job causes fatigue and boredom. In such scenarios, flexible working presents a viable alternative (Kumra et al 34). For people possessing numerous skills and face problems in finding suitable jobs, flexible working presents the chance of balancing numerous jobs or balancing hobbies and work. In situations where people want to take care of families or other obligations and do not want to leave work completely, flexible working provides a viable option. Flexible working appeals to employees that value independence and variety. Moreover, such employees possess such traits as being self-motivated, focused, and organized. Various forms and approaches of flexible working trigger varied appeals from different people (Alexander 1). However, flexible working may results in unwanted pressures in balancing between different interests or job. Workers may also experience financial uncertainties. The workers also feel isolated from the counterparts when shifting between jobs as compared to full works in specific locations. The article aids in the research of determining the varied forms of flexible working. Employees normally exhibit certain habits and trends at workplaces that create confusion. Thus, it may be problematic to determine whether the trends depicted by employees can be categorized as flexible working (Alexander 1). Employers normally face difficulty in dealing with worker that depict probable forms of flexible working. Thus, it may be cumbersome to determine the forms and manner of providing remunerations. In my research, I attempt to determine difference forms of flexible working, the probable applications and the flexibility of each. The article aids in my research as it covers various issues pertaining to the research questions. The author puts forth various theories that that explain the basis on the varied arguments regarding flexible working. The article outlines various facets of flexible working, as a management practice. The author commences by outlining the suitability of flexible working to employees. Flexible working has its advantages and disadvantages. Numerous options exist for flexible working includes freelance working, voluntary work, temporary (agency) work, reduced working hours and self-employment (Alexander 1). Based on working hours, flexible working can be categorized into part-time work, flex-time, compressed working hours, term-time working, TOIL (time off in lieu), annualized hours, zero-hours contracts, v-time working. Based on locations flexible working can be categorized into hot-desking, home working, mobile working, teleworking, virtual teamwork (Kumra et al 34). Based on working patterns, flexible working includes job-share, portfolio workers, freelancing, and agency work. The flexible working patterns that might suit the needs of workers depend on personal aspirations and available jobs. Moreover, the type of pattern depends on the skills, preferences and values. According to the article, flexible working has other options. The options include downshifting, career break, secondment, study leave, and maternity, paternity, adoption and parental leave. The article explores a research explores the growth of flexible and non-standard and flexible working practices (Alexander 1). The research complements studies of Work-Life Balance conducted in Great Britain in 2000. The author does not clearly present the research questions. However, issues arise pertaining to non-standard and flexible working practices. They include: The degree of utilization of non-standard working practices in varied workplace settings The variations that occurred over time in the utilization of flexible and non-standard working at varied places of work The reasons underlying the utilization of flexible and non-standard working practices and the transformation in the use over time The probable benefits and disadvantages of the varied forms of working-time practice and job contract to employers The varied restrictions that employers face from permitting more flexibility in the utilizations of labor The latent future tendencies in the utilization of flexible working and non-standard practices at workplaces In contrast to earlier studies conducted on flexible working practices, the author explores the underlying reason for the cases in flexible working and non-standard practices. Perhaps the practices of employers are responsible for the increase in cases of employees practicing flexible working (Alexander 1). The findings contradict previous studies that suggest that the deviation in employee’s trends resulted from transformations in the working or industrial configuration of the economy of a given country. The deviation in the practices of employers wholly contributes to the development in temporary work as well as the utilization of mutable working hours. However, the evolution of traditional firms that employed part-time workers partially contributed to the progression of part-time employment (Alexander 1). Furthermore, the author’s findings suggest that similar firms exploited varied approaches to attain flexibility. Thus, a spectrum exists for making choices regarding flexible working practices. Nevertheless, most employers prefer hiring employees that can operate on permanent and full-time employment contracts. The authors also review another facet of flexible working practices. The review takes a narrowed perspective of the employees in workplaces. According to the approach, the choice for practicing flexibility wholly depends on employees (Alexander 1). The situations of employees can prompt the practice of flexible working. For instance, employees hold the statutory rights to provide childcare. Childcare outlines the major reason behind employees’ adoption of flexible working configurations (Kumra et al 34). In other cases, employees may adopt a downshifting form of flexibility. The technique applies for the aged workers on the verge of baby blooming. Such employees prefer moving from lucrative jobs in towns (city centers) to common jobs in rural areas. The type of flexibility is common among retiring employees. Many employees, for some reasons, resort to career breaks. Such situations require a written agreement between an employer and the employees. Most employers permit career breaks as a way to avoid losing competent staff. The common form of a career break that employers offer is referred to as a sabbatical (Alexander 1). Sabbaticals refer to special forms of career breaks whereby employers grant loyal employees leave. The technique is a form of reward to employees for loyalty and exceptional long-term service. The other common form of a career break is the study leave. The flexible working practice refers to time that employees take to study professional courses that may result in qualifications. Study leaves may be either unpaid or paid depending on employers. According to the authors, employers offer study leaves in situations where professional requirement is essential for employees (Lewis 35). Thus, employers permit employees to undertake the necessary trainings towards professional development. The author offers the conditions necessary for issuing study leaves. Workers that work for firms with over 250 workers and have worked for a minimum duration of 26 weeks have a legal right to demand study leaves to improve on professional skills. In the article, the author reviews the permitted flexibility in working patterns. According to the findings, 92% of organizations studied claimed to offer some form of elective flexible in the working patterns of the employees (Alexander 1). The author examines four major classifications of provisions. The classifications include flexible (non-standard) working patterns, paternity leave (unpaid or paid), childcare-connected provisions and maternity leave/maternity pay (exceeding statutory minimum). The author outlines a research conducted to determine the degree to which organizations encouraged flexible working practices. The evidence was obtained through various interviews of both employers and employees. The researchers conducted sample surveys and interviews. In the results, the researchers established that few firms practice flexible working. The results obtained complement other results obtained by the Workplace Industrial Relations Surveys (WIRS) that conducted surveys in the United Kingdom (UK). The table shown below portrays the occurrence of flexible working patterns in selected firms in the UK. Arrangement Percentage of firms offering it Flexible hours for part-time (PT) workers 41% Flexible hours for full-time (FT)workers 36% Permanent shift from FT to PT work practice 24% Temporary switch from FT to PT work 22% non-standard FT working week 15% term-time contracts 7% However, the studies show that after three, the results transformed drastically. The proportion of employers that embraced elective trends in flexible working practices increased. In a joint research by the Joseph Rowntree Foundation and the Family Policy Studies Centre (FPSC), the figure reported was of 71% (Lewis 35). The results seem to correlate with the results in the article. The author presents evidence suggesting that the great majority of employers embrace the idea of flexible working (Banfield & Rebecca 18). However, in numerous cases the employers depicted concerns regarding the probable impacts of flexible working practices in the performance of organizations. The joint research involving the Family Policy Studies Centre (FPSC) depicts similar results, although the varied sizes of the samples may account for the increase. Additionally, the spectrum for defining flexible might have yielded an increase in the quantity of employers embracing flexible working (Lewis 35). Recent studies covering similarly caveats suggest that approximately 60% of UK employers permit proportions of the employees to practice flexible working by engaging in mutable hours. A majority of UK employers allow workers to switches between part-time and full-time employment. The options for flexible working are vastly available in nearly every sector of the economy. In the past, the public sector advocated flexible working options in organizations. The sector championed the trend by offering a vast range of choices for either term-time or part-time. However, the author observes that the trends are constantly changing with the private sectors adopting flexible working practices (Alexander 1). The private sectors are providing choices for flexible working. The firms in the private sector offer the options for flexible working with a view to attracting competent employees. The options for flexible working act as extra benefits packages. Some corporations embrace the utilization of flexible working practices as demonstrative of corporate social responsibility (CSR). Thus, such firms generate an image for being ethical corporations. Firms with a good image are likely to attract the best employees. Consequently, the overall performance of such firms improves significantly (Alexander 1). Flexible working options may be available in many companies. However, employees should review the choices that individual employers offer since they vary depending on the organizations (Saha 35). Similarly, employees should review the underlying reasons behind offering flexible working options. Some employees may offer such options with a view to attracting best employees rather than towards achieving long-term success. The resultant trend from the article and other UK surveys is the flexibility in the working staff. The flexibility is multifaceted and dynamic. Changes are constantly occurring in work setting with employers and employees inclining towards flexibility in working patterns. Although many employers are cognizant of the likely effect of such practices, ethical practices require such trends. With the increased awareness of CSR, corporations include policies that allow for flexibility in operations (Lewis 35). The changing trend is a deviation for traditional trends of full-time employment. Many researchers have attempted to explain the transforming trends with theories and models. For instance, simplistic models like Atkinson’s flexible firm have inadequately described the changes (Armstrong & Michael 45). The overall picture suggests that varied reasons underline the occurrence of flexible working patterns. Thus, the analysis of such patterns requires comprehensive statistical models that cover aspects of employee options, economic determinism, and work dynamics. The author presents varied arguments regarding flexible working ranging from available options to the applicability. Various situations may arise prompting the contemplation of flexible working. The author presents varied circumstances that might trigger the adoption of flexible working. Such situations include childcare, study leaves among other factors (Alexander 1). The author effectively balances the advantages, the disadvantages and the suitability of flexible working. In every situation, the author presents viable arguments to support the numerous theories. The article correlates to studies conducted in the UK regarding flexibility in working patterns. The author further offers options for employees in cases deficient of flexible workings options. For instance, cooperatives offer a feasible option. Cooperatives operate on the principles of cooperation, equality, and democracy (Alexander 1). All members control the organizations equally and gain equal profits. Most employees may want to demand flexibility in working hours. However, the procedures involved are complicated. The article offers the strategic procedures that employees should follow when applying for flexible working options. Contemporary management practices have undergone various major changes in recent years. One of the major changes in management practices is flexible working patterns. The patterns relate to working configurations relating to working durations, working setting and the working trends (Gilmore & Steve 34). The article covers virtually every aspect of working flexibly. The article presents information regarding virtual firms, flexibility in working hours, part-time employment, work sharing, temporary employment, agency and casual workers, seasonal and term-time employment, and home working. Conclusion The research presented in the article contributes to the knowledge of flexible working in management practice. Most employers and employees face difficulties in judging the varied forms of flexible working (Alexander 1). Thus, difficulties arise in job allocation and remuneration. The article outlines the options that fall under flexible working practices. Consequently, employers and workers can make worthy judgments regarding job descriptions. Moreover, employers willing to practice CRS can utilize the article as a guide on the available options. Works Cited Alexander, Rosie. Flexible Working: AGCAS, 2011. Print. Armstrong, Michael, and Michael Armstrong. Armstrongs Handbook of Human Resource Management Practice. London: Kogan Page, 2012. Print. Banfield, Paul, and Rebecca Kay. Introduction to Human Resource Management. Oxford: Oxford University Press, 2012. Print. Gilmore, Sarah, and Steve Williams. Human Resource Management. Oxford: Oxford University Press, 2012. Print. Kumra, Savita, Simonetta Manfredi, and Lucy Vickers. Managing Equality and Diversity: Theory and Practice. Oxford: Oxford University Press, 2011. Print. Lewis, Jane. Work-family Balance, Gender and Policy. Cheltenham, UK: Edward Elgar, 2009. Internet resource. Saha, Jayantee M. Management and Organizational Behaviour. New Delhi: Excel Books, 2006. Print. Read More