The paper "Impact of Flexible Working Programs on Employee relations and Work-Life" Is a wonderful example of a Management Case Study. During recent years, there has been a growth of interest in flexible working arrangements, given the momentous suggestions of positive outcomes for both the employers and employees. Choo et al. (2016) define workplace flexibility as employees’ ability to make changes on the location of work, the time of work, and the length of time they can engage in work-related activities, whether at own or employers’ discretion. Flexible work programmers have become prevalent in organizations globally, including in the United Kingdom, as a component of the human resource strategy intended to attract a desirable pool of talented employees motivate already recruited employees, and retain the rights talents.
As a result, flexible working programs continue to be an attractive option as a means to improve employee’ s job satisfaction and improve organizational productivity (Grawitch et al. 2009). Flexible work arrangements, such as flexible work hours, are increasingly being used by employers to help employees to balance their family and work life, as well as to reduce work-family conflict and work stress (Noor & Maad 2008).
Choo et al. (2016) also consider its continued relevance to modern-day employers because of the changing demography where the society has to contend with single-parent families, dual-earner couples, increased number of women at the workplace and individuals who have geriatric care responsibilities. This seems to be the case of Ernst & Young Global Limited in the UK, which is a major professional services organization that assists businesses globally to identify and take advantage of business opportunities.
Using the theme of work-life balance and employee relations, this paper critically discusses the issue of flexible working programs at EY, as a relevant case study. Case study summary In the news article "EY offers flexible working to support work-life balance and business performance, ” Tynan Barton (2016) explores the motivations for implementation of flexible working programs at Ernst & Young. In the case study, the managers at EY encourage the adoption of flexible working among its employees while hoping to realize greater employee productivity. They also expect to establish a performance culture and strengthen positive employee relations in its diverse workforce (Barton 2016). Steve Varley, who is the chairman and managing partner at EY UK, is concerned about the potential for conflict in its diverse workforce and argues that this may affect the company’ s competitive advantage.
With more than 15,000 employees in the UK alone, which ranges from trainees to experienced auditors, the company seeks to establish flexible working as a means to tap the best talents in the job market and to encourage its employees to deliver exceptional service to its clients.
As a result, the company has started a flexible working program (Barton 2016). The company hopes that by starting, its body of employees would not be forced out of their careers because the company cannot be sufficiently flexible to accommodate their diverse situations. A clear guiding philosophy for this is that if the company can get the best out of its employees by putting up with their needs, then it can as well put up with their individual benefits. ” Part of the flexible working program includes parental leave to enable employees to take care of their parental responsibilities (Barton 2016).
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