Home-based work and telework are also positively re-, lated to organizational performance, while they do not have, a significant association with turnover (Stavrou, 2005). Our results show that wage flexibility has a significant effect on effort and then on firm's productivity and that white‐collar workers are more responsive to monetary incentives than blue‐collar workers. Symbolic action and resource-based views provide conceptual support for such a relationship. While all employees have the right to request a flexible work arrangement, a leader’s approval of these arrangements is based on operational requirements and the employee’s specific role and responsibilities, and is … https://kitamenulis.id/2020/07/05/belajar-dari-covid-19-perspektif-teknologi-dan-pertanian/. Under the flexi-time arrangement, employees can choose to report at 8.00 am, 9.00 am or 9.30 am Next, data collection and handling as well, as research results on both financial and non-financial per-, formance outcomes of FWAs are presented in the results sec-, tions is followed by study limitations and recommendations, Flexible, non-standard or alternative work arrangements are, options that allow work to be accomplished outside of the tra-, ditional boundaries of a standard organization of work in, terms of different dimensions: amount, distribution of work-, ing time and place of work (Kattenbach et al., 2010; Shockley. Stavrou (2005) and Berkery et al. Flexible working arrangements can be used by supervisors to provide UGA departments and employees the … Basic Concepts and Definitions Flexible work arrangements is a term used to describe a group of alternative work options that allow work to be accomplished outside of the traditional temporal and/or spatial boundaries of a standard workday. The effect of monetary incentives on workers' effort and firm performance is a central topic in economics. More than half of the respondents also rated that WFH was effective. The impacts of the work–life balance arrangement on organisational performance is a growing concern amongst researchers and practitioners. Offering flexible work policies doesn't mean a decrease in productivity. In order to attain good team performance, the team needs to carry out all the necessary activities so to achieve the specific objectives of team . Results of the experiment from 221 employees reveal that by initiating flexibility in working hours enhances the work engagement of employees, which ultimately enhances team performance. higher for companies that do not apply fixed-term contracts. https://doi.org/10.1146/annurev-orgpsych-032516-113332. On the other. Flexible and compressed workweek schedules: A meta-analy-. This article sought to understand the association between employee satisfaction with several family-friendly programs and turnover in U.S. federal agencies. Running head : Performance measurement. implement these specific types of FWAs at increasing rates as, according to our research, they have lower incidence among, ments, such as shiftwork, weekend work, annual hours count, and fixed-term contracts generated mostly negative relation-, ships with both financial and non-financial organizational, outcomes. Društvena Istraživanja / Journal for General Social Issues, Fostering innovative work behavior of public employees by using work design interventions, Work From Home selama COVID-19: Kepuasan dan Efektivitas Kerja, Perceptions of flexible work arrangements in selected African countries during the coronavirus pandemic, The Impact of Flexible Working Hours and Psychological Empowerment on Team Performance with the Mediating Role of Work Engagement, Outsourcing and employment trends: An exploratory discourse, How Is Work–Life Balance Arrangement Associated with Organisational Performance? (https://learn.som.cranfield.ac.uk/cranet). Originality/value: There is a shortage of studies on the adoption of FWAs during a pandemic in Africa. (2017) point out, it is possible that em-, them manage their work-life balance. Our main findings allow us to summarize the interviewees’ social perceptions into two categories, which we have dubbed ‘life sustainability ecologies’ and ‘presence-based ecologies’. Second, organizational performance measures used in this study do, not come from a single source and, additionally, tive and objective, as well as financial and non-financial mea-, sures were used. S druge strane. proactive performance and indirectly contribute to organizational innovativeness. Therefore, the purpose of this paper is to explore the research, that acknowledges the fact that certain FWAs are introduced, to lower costs (employer-driven), while others are aimed at, reducing work-life conflict (employee-driven), as well as to, explore the different effects of these bundles of FW. We review the literature on alternative work arrangements published since the most recent major review of nonstandard work by Ashford et al. There is evidence that work engagement enhances team performance and as the engagement level of employees enhances, so team performance also increases. Access scientific knowledge from anywhere. (2007). Some employees who have worked for the same employer for at least 12 months can request flexible working arrangements, such as changes to hours, patterns or locations of work. Flexible work arrangements (FWAs) enable flexibility in work design of employees, which could lead to increased flexibility for organizations, better work-life balance and improved organizational performance. The battery will consist of the tests of implicit personality based on the conditional reasoning paradigm, instruments for measurement of individual differences in decision-making and a situational judgment test for the assessment of leadership potential. The aim of the paper is to present a comparative analysis of the diffusion of ‘flexible contractual arrangements’ (FCA) across the EU. Baltes et al., 1999). Additionally, tency was found between subjective (quality of service and, per employee) for companies applying shift-work – both, groups of indictors were more favorable in companies that, search studies to date have focused on the negative conse-, quences of shift-work and its influence on various health-, -related problems (e.g. (see, for example, Lewis, 2003; Kotey & Sharma, 2016). those that primarily benefit employees were found, to be positively related to several organizational outcomes, while employer-driven arrangements were almost exclusive-. International Labour Organization (2011). (1995). Rezultati, istraživanja pokazuju da je organizacijska uspješnost veća za. OPPORTUNITIES Flexible work arrangements o"er numerous beneﬁts to both employers and employees. Furthermore, 4 years of panel data were obtained from the Federal Employee Viewpoint Survey and FedScope to test the hypotheses. The findings suggest that the crisis had more intense consequences in certain regions than in others, and thus its effects upon regional labour markets were spatially uneven. paid parental, organizations to adjust costs of employment in line with pro-, duction volume or to secure a more competitive and motivat-, arrangement that enables employees to extend their work, hours during the weekend while taking time off during the, tinuous production as workers are assigned to work in differ-, ment between employer and employee which specifies how, many work hours annually the employee is required to work, ployment for a limited short period of time (Thomas W, ment contracts with a specific duration (De Cuyper, tween two employees in a way that their joint weekly work, hours are equal to the standard week working hours of one, workers who work full-time to choose when to start and fin-, working week which consists of less than the standard five, days, but requires that employees work increased work hours. sure (e.g. Accordingly, analysis of de Menezes & Kelliher (2011), it was confirmed, that 61% of studies are reporting that FWAs are associated, with lower levels of absenteeism. known as flexible work arrangements (FWAs; Baltes, Briggs, FWAs are useful for achieving the more efficient use of hu-, man resources (HR) because they provide an opportunity to, allocate employees and their time depending on the nature of, FWAs have recently gained a considerable popularity, mostly in the European Union (EU) and Organisation of Eco-, FWAs in both highly developed (e.g. This paper seeks to find out the effects of outsourcing on employment trends and vice versa. sampling and snowball technique was adopted to gather valid information on the use of Flexible Work Arrangements should be implemented in a fair and equitable manner throughout the University, which may result in differing arrangements depending on job responsibilities, service obligations and departmental needs. This study focuses on the effects of decentralized wage schemes and temporary forms of employment on firm performance. Those three variables were designed, as continuous where 1 indicated that the company stands on, the particular dimension well below competitors, while 5 in-, dicated that the company is superior to competitors. Baltes et al. Similarly as in the case of. In today’s world, flexible work arrangements are becoming more popular, even in industries where it was once thought unsustainable. • Flexible work arrangements are to be negotiated on a case-by-case basis and approved in accordance with the CAHS Authorisation Schedule. The aim of this study was to identify bundles of flexible working arrangements (FWAs) from data provided by 1,064 organizations in seven EU countries, and to relate bundle membership to demographic variables and human resource (HR) and organizational performance outcomes. Glavni doprinos rada očituje se u isticanju, važnosti aranžmana povezanih s ravnotežom rada i života u. postizanju uspjeha organizacije i konkurentske prednosti. basis in their workplaces for any of the groups of employees. Influence of temporary employ-. EXAMPLES OF FLEXIBLE WORKING ARRANGEMENTS . Chun et al., 1998), which could be indi-, -job training to help employees cope better with the rigors of, ees, compressed work week was found to be related to sub-, mostly reported mixed effects (e.g. An online survey link was provided to respondents who were working from home in selected African countries. Huselid, 1995; Becker, & Gerhart, 1996), but which increasingly also recognizes that, these strategies have implications for work-personal life inte-, primary "beneficiaries" are employees or employers, it is im-, portant to explore if there is a difference in firm performance, at different primary beneficiaries. Singapore has to realign its workplace practices to catch up with the competition. Individual company financial perfor-, this type of FWA. A methodology for the evaluation of performance measures in organizations having interdependent activities and components is provided. The focus of this paper is on outcomes of different FWAs, performance. jobs, and firm performance: Evidence from Italian firms. Ključne riječi: fleksibilni radni aranžmani, konkurentnost. work suppose to be offered by employer . This paper adopts a knowledge-based approach to examine how firms design and implement HRM innovations (HRMIs) and how such innovations support competitive advantage. PDF | On Oct 15, 2020, Joshua E. Bienstock and others published The Flexible Work Arrangements in a Post Covid-19 Universe. Other than the fact that companies which apply, teleworking reported lower levels of turnover and absen-, teeism, other differences were discovered only with regard to, absenteeism. Istraživačka pitanja, definirana su na temelju analize dosadašnjih istraživanja i, teorije socijalne razmjene, uz primjenu nove perspektive, bazirane na ključnoj interesnoj skupini koja ima koristi od, pojedinih aranžmana. It is evident that the employee retention rates within Malaysia’s advertising, marketing and public relations industry are dropping due to the increasing number of talented employees resigning. quantitative approach was adopted for this study. These effects are analyzed for different types of workers (white collar vs. blue collar), working in workplaces characterized by a different degree of uncertainty and risk and in firms operating in different economic and institutional settings. Greece, Romania, Por, tugal). The increasing popularity of FWAs is a con-, sequence of both the organizations' desire to gain more flexi-, bility and institutional recommendations from the EU, OECD, The first attempts of exploring the impact of FW, from the 1970s and were focused on their effect on individual, worker performance (de Menezes & Kelliher, lowing years, the research of FWAs' impact on individual per-, formance expanded to work-life issues, health outcomes and, work engagement (Allen, Johnson, Kiburtz, & Shockley, pact of specific FWAs on firm performance in terms of pro-, Smith, 2002; Berkery et al., 2017), but de Menezes & Kelliher, (2011) point out in a systematic literature review based on 148, publications that previous studies about the effects of FWAs, on firm performance are inconclusive and sho, about different clusters of FWAs practices, especially with re-, be explored through the lens of benefits they primarily, belong to, either those of employers or employees, i.e. The CI is calculated for 2005, 2008 and 2011 to present a clear picture of causal effects leading up to, and arising from, the 2008 financial crisis and ensuing recession. hand, the bottom four FWA practices – annual hours count, found in less than 25% of the companies in the sample and, Even though average values of absenteeism and turn-, apply FWAs, statistically significant differences were found in, ing an employee-driven practice of telework both, companies that apply temporary or casual work (, which is the only employer-driven practice that was found to. home-, -sufficient, self-disciplined, well-organized and good commu-, nicators, they will tend to generate higher performance for, those firms which can offer such flexibility as a means to cap-, ture and retain them (Huws, Korte & Robinson 1990, after, Stavrou, 2005). Compliance is required by Staff 3. In addition, there was partial support for the hypotheses that the relationship between work-family bundles and firm performance is stronger for older firms and firms employing larger proportions of women. Results from a national sample of 527 U.S. firms suggest that organizations with more extensive work-family policies have higher perceived firm-level performance. We conclude by discussing female teleworkers’ claim that work–life balance is directly linked to social sustainability and that the latter goal will remain out of reach as long as the issue of balance goes unresolved. These results hold after controlling for an array of incentive contract design characteristics and for differences in organizational context. As for the financial measures of organizational perfor-, mance, we reported several statistically significant differences, it can be concluded that the managerial rating of quality of, service as well as objective measure of profitability (ROA) was. The Code provides other rights and protections that help employees achieve work life balance, such as: existing and new leaves; Research and theory support the notion that flexible work arrangements (i.e., job resources in the form of formal policies that allow employees the latitude to manage when, where, and how they work) can have a positive influence on various outcomes that are valued both by organizations and their constituents. The results showed a positive relationship between the work–life balance arrangement and organisational performance (OR: 1.181, 95% CI: 1.125–1.240, p < 0.001). ﬂexible work arrangements. • Access to flexible work arrangements varies for different positions and categories of employees and needs to be considered within the context of the relevant industrial instrument. Bundle 1 represents organizations engaging in a high level of annual hours contracts; bundle 2 represents more traditional work practices; bundle 3 represents organizations mainly offering shift-work and bundle 4 represents organizations with a high uptake of flexi-time. accord-, ing to the goals set to be achieved by different types of FWAs. Also, shift work is, associated with increased absenteeism, and increased turn-, over of employees with higher tenure in organizations (Shen, ments, as well as their effects on organizational performance, in order to substantiate the fact that effects of FWAs vary de-, The time-lag data on FWA practices in large-sized Croatian, organizations was collected in 2014 by a questionnaire survey, was constructed by an international team of academics con-, ducting research on human resource management since the, late 1980s. As Berkery et al. Our findings suggest that organizational performance was higher in the employee-driven group of FWA practices where telework, work from home, compressed work week were positively related to various financial and non-financial organizational performance indicators. Thus, previous research implies that firm conclusions about, FWAs and productivity are not possible, and further research. competitors where two employee-driven practices existed, Interestingly enough, objective indicators of company, performance generated fewer statistically significant differ-, ences than the formerly explained subjective measures, all re-, in return on assets (ROA) in 2014 relative to 2013 was statisti-, cally significantly different only in the case of fixed-term con-, tracts, where it was revealed that companies that do not ap-, ployee, higher revenues per employee were found again in, companies that apply neither shift-work (, to organizational performance, we came to several important, conclusions. Employee Flexibility . bundles and perceived organizational performance. 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