Flexible Work Arrangements In Context
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Flexible Work Arrangements in Context
Very little is known about how flexible work policies affect the processes of work itself, yet many organizations resist flexible work arrangements due to operational concerns. This is occurring despite larger numbers of workers seeking flexibility at work. My dissertation examines how flexible work arrangements are designed and implemented, how work processes and job responsibilities are affected, and how workplace culture and structure shape these activities. I use a qualitative, grounded theory approach to conduct a case study of a large Midwestern U.S. workplace with a diverse hierarchy of jobs. Spatial analysis and semi-structured face-to-face interviews with both managers and non-managers in salary and hourly positions were used to gather data. Data analysis focused on identifying and examining themes and concepts indicative of the language and tools of flexible work arrangements and work process change associated with those arrangements. A focus on language allowed me to consider how respondents understood and talked about their workplace and flexibility, as well as work process and environmental changes made in the interest of flexibility. A focus on tools allowed me to consider structural and cultural mechanisms, both intended and unintended, that affected flexibility in the workplace. Findings provide insights into the practical aspects of flexible work arrangements and ways that workplace structure and culture can affect corporate organizations approaches to flexibility in ways that may not even be directly associated with flexible work arrangements in the minds of organizational members. I provide a snapshot of workplace structure and culture, discuss the state of flexible work arrangements at the organization, present structural and cultural factors that affect flexibility, outline tensions between what is seen as an optimal workplace versus a flexible workplace, and discuss ways that identity, place and process appear to shape all of these things. Based on my findings, I also present several hypotheses as a means of contributing to the research agenda on flexible work arrangements in corporate settings.
The Flexibility Paradox
Does flexible working really provide a better work-life balance? Throughout the COVID-19 pandemic, flexible working has become the norm for many workers. This volume offers an original examination of flexible working using data from 30 European countries and drawing on studies conducted in Australia, the US and India. Rather than providing a better work-life balance, the book reveals how flexible working can lead to exploitation, which manifests differently for women and men, such as more care responsibilities or increased working hours. Taking a critical stance, this book investigates the potential risks and benefits of flexible working and provides crucial policy recommendations for overcoming the negative consequences.
Workplace Flexibility
Author: Kathleen Christensen
language: en
Publisher: Cornell University Press
Release Date: 2011-03-15
Although today's family has changed, the workplace has not—and the resulting one-size-fits-all workplace has become profoundly mismatched to the needs of an increasingly diverse and varied workforce. As changes in the composition of the workforce exert new demands on employers, considerable attention is being paid to how workplaces can be structured more flexibly to achieve the goals of employers and employees. Workplace Flexibility brings together sixteen essays authored by leading experts in economics, demography, political science, law, sociology, anthropology, and management. Collectively, they make the case for workplace flexibility, as well as examine existing business practices and public policy regarding flexibility in the United States, Europe, Australia, and Japan. Workplace Flexibility underscores the need to realign the structure of work in time and place with the needs of the changing workforce. Considering the positive and negative consequences for employer and employee alike, the authors argue that, although there is not an easy solution to creating and implementing flexibility practices—in the United States or abroad—redesigning the workplace is essential if today's workers are effectively to meet the demands of life and work and if employers are successfully able to attract and retain top talent and improve performance.