Essays on Flexible Working Arrangements Proposal for Virgin Blue Airline Case Study

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The paper 'Flexible Working Arrangements Proposal for Virgin Blue Airline' is a great example of a Business Case Study. The significance of providing flexible working arrangements in an organization cannot be underestimated. Employees seek flexibility in working arrangements in order to effectively address the competing demands of personal responsibilities and work. A considerable number of studies show that flexible working arrangements within an organisation help to bring positive results such as increased productivity, workforce commitment, reduced turnover and absenteeism (Poelmans, 2005; MIT, 2004). Flexible work arrangements also help employees to meet personal needs and family obligations.

Moreover, flexible work arrangements within an organisation has been associated with increased employee morale, reduced stress and burnout, increased creativity and job satisfaction. As a result, many organisations have come up with flexible work programs that seek to provide employees with work-life balance. These flexible work programs incorporate work arrangements that accommodate the changing family demographics and personal emergencies (Stredwick & Ellis, 2005). In addition, these flexible work arrangements accommodate employee need to access training and education thus enabling them to enhance their knowledge and skills (Peper, van Doorne-Huiskes & Dulk, 2005). However, in as much as flexible working arrangements in an organization can be beneficial, it can be costly and impeding an organization’ s competitive success.

For instance, it may require an organization to hire additional staff in order to meet the increasing work demands. This in turn causes an organization to incur a lot of costs. In a case where an organization chooses not to hire additional employees the provision of flexible working hours may bring about a dearth in manpower available within an organization.

Therefore, it is essential for organizations to balance between providing employees with flexible working arrangements that will enable employees to attain a work-life balance and carefully managing costs in a way that promotes the organization’ s competitive success. In order to realise this organisations must come up with suitable flexible working arrangement plans (Storey, 1995; Griffin & Moorhead, 2011). This report seeks to present a flexible work arrangement proposal to the management of Virgin Blue Airlines. The key aim of this report to illustrate how the airline can provide its employees with flexible working arrangements and at the same time manage cost in a way that promotes the organization’ s competitive success.

The flexible working arrangements highlighted in this report will touch on three worker groups at Virgin Blue Airlines namely; flight attendants, office workers, and call center operators. Foremost, this report will examine how flexible working arrangements can be created within an organization by reviewing various relevant literature. Subsequently, this report will illustrate how the management of Virgin Blue Airlines can create flexible working arrangements for its flight attendants, office workers, and call center operators.

Furthermore, this report will provide a flexible work arrangement cost-benefit evaluation for each worker group. Flexible Work Arrangement Flexible work arrangements are alternative work schedules different from traditional work hours and days. Flexible work arrangements allow employees to choose work schedules that are suitable to them so that they are able to meet family or personal needs. Furthermore, flexible work schedules may enable employees to meet the needs of their customers. Stredwick & Ellis (2005, p. 33) observe that there is a wide range of options that employers can use to provide their employees with flexible work arrangements that will enable them to maintain a work-life balance and at the same time meet the work demands of the organization.

Some of the most commonly used options include; job sharing, flexible hours, part-time work, work leaves, career breaks, telecommuting, or working from home.

References

Griffin, R. W.& Moorhead, G. (2011). Organizational Behaviour: Managing People and Organizations. Mason, OH: Cengage Learning.

Kirrane, D. (1994). “Wanted: Flexible work arrangements”. Association Management 46(11): 1- 7.

MIT (2004). A Guide to Job Flexibility at MIT: Tools for Employees and Supervisors Considering Flexible Work Arrangements. Retrieved on October 25, 2012 from

O’Hanlon, M. (2003). Job Sharing: Two heads are better than one. Crow Nest, NSW: Allen& Unwin.

Peper, B., van Doorne-Huiskes, J. & Dulk, L. (2005). Flexible working and organizational change: The integration of work and personal life. Cheltenham, UK: Edward Elgar Publishing.

Poelmans, S.A. (2005). Work and Family: An International Research Perspective. New York: Routledge.

Rogers, K.C. & Finks, S.W. (2009). “Job sharing for women in Pharmacists Academia”. American Journal of Pharmaceutical Education 12(7); 135-140

Stredwick, J. & Ellis, S. (2005). Flexible Working: Developing Practice. London: CIPD.

Storey, J. (1995). Human Resource Management: A Critical Text. New York: Routledge.

US Bureau of Labour Statistics (USBLS). (2003). Occupational outlook handbook. New York: Bureau of Labour Statistics.

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