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Flextime
Flextime, also spelled flex-time or flexitime (BE), is a flexible hours schedule that allows workers to alter their workday and adjust their start and finish times. In contrast to traditional work arrangements that require employees to work a standard 9 a.m. to 5 p.m. day, Flextime typically involves a "core" period of the day during which employees are required to be at work (e.g., between 11 a.m. and 3 p.m.), and a "bandwidth" period within which all required hours must be worked (e.g., between 5:30 a.m. and 7:30 p.m.). The working day outside of the core period is "flexible time", in which employees can choose when they work, subject to achieving total daily, weekly or monthly hours within the bandwidth period set by employers, and subject to the necessary work being done. The total working time required of employees on an approved Flextime schedule is much the same as those who work under traditional work schedule regimes.
A flextime policy allows staff to determine when they will work, while a flexplace policy allows staff to determine where they will work. Advantages include allowing employees to coordinate their work hours with public transport schedules, with the schedules of their children, and with daily traffic patterns to avoid high congestion times such as rush hour. Some claim that flexible working will change the nature of the way we work. The idea of flextime was invented by Christel Kammerer and Wilhelm Haller. The World Health Organization and the International Labour Organization estimate that over 745,000 people die from ischemic heart disease or stroke annually worldwide because they have worked 55 hours or more per week, making long working hours the occupational hazard with the largest disease burden.
The industrial perspective of flexible working emphasizes the practical definition of flexibility. Employees being allowed to work from many different places as long as their level of production is maintained, if not increased. Moreover, research reports gave quantitative interpretation backed by statistical evidence showing the changing attitude of organizations in different countries (especially the UK) toward flexible working. An estimate of 50% of the companies in the UK started to consider flexible working as a common practice and 73% of the managers in the survey showed an ultimate support to it. On the other hand, employees showed great preference to flexible working to the point that 40% of workers in the UK choose it over their salary. Also, greater focus was put to explain the increased demand for such arrangements by both stakeholders by which it was clarified by their advantages of contributing to the high quality of output results while creating the "perfect" working conditions for workers.
Additionally, as seen recently, most business organizations have started to introduce flexible working patterns for their employees as a way to increase their productivity level, increasing profitability. Flexible working is also seen as a family-friendly policy, which leads to a "good work–life balance" for employees. Some examples of organizations with flexible working arrangement include Agilent technologies, NetApp and Qualcomm Inc.
Flexible working arrangements is a way for organizations to expand and increase their operations nationally and internationally at lower cost compared to permanent or non-flexible working arrangements. While both employees and employers acknowledge the benefits of flexible working, drawbacks might include extra expenses and responsibilities the organization could incur in order to provide these arrangements and the decreased benefits offered to employees in accordance with their reduced working hours.
Flexible working was academically introduced in 1970[citation needed] and since then this topic continues to be the interest of many research papers.[citation needed]
For four decades, academic papers have contributed to the increased knowledge and interest in flexible working. A descriptive background of the evolution of the concept of flexibility as well as highlighting the main factors contributed to its growth were the main focus of academic studies. Also, they deliver evidence of the significant amount and the ongoing increase in the use of flexible working in many countries.
Studies examining access to flextime have shown that it is the high skilled/educated workers in higher occupational jobs, and supervisory roles that are most likely to have access. Unlike what many assume, women do not have better access to flextime arrangements, and female-dominated workplaces have worse access to flextime compared to workplaces where there are more men or an equal number of men and women. Many studies examine the outcomes of flexible working. For example, a study by Origo and Pagani based on a sample of European countries, gave a deep analysis of the concept of flexible working by testing the level of heterogeneity in the effect of flexibility on job satisfaction, the study found some positive link with some aspects of the job while negative or no relation was found against other aspects. There is increasing evidence for the "business case" of flexible working. A meta-analysis of studies has shown that flexible working can provide a wide range of benefits for companies, including increase in performance, productivity, and reduction in absenteeism.
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Flextime
Flextime, also spelled flex-time or flexitime (BE), is a flexible hours schedule that allows workers to alter their workday and adjust their start and finish times. In contrast to traditional work arrangements that require employees to work a standard 9 a.m. to 5 p.m. day, Flextime typically involves a "core" period of the day during which employees are required to be at work (e.g., between 11 a.m. and 3 p.m.), and a "bandwidth" period within which all required hours must be worked (e.g., between 5:30 a.m. and 7:30 p.m.). The working day outside of the core period is "flexible time", in which employees can choose when they work, subject to achieving total daily, weekly or monthly hours within the bandwidth period set by employers, and subject to the necessary work being done. The total working time required of employees on an approved Flextime schedule is much the same as those who work under traditional work schedule regimes.
A flextime policy allows staff to determine when they will work, while a flexplace policy allows staff to determine where they will work. Advantages include allowing employees to coordinate their work hours with public transport schedules, with the schedules of their children, and with daily traffic patterns to avoid high congestion times such as rush hour. Some claim that flexible working will change the nature of the way we work. The idea of flextime was invented by Christel Kammerer and Wilhelm Haller. The World Health Organization and the International Labour Organization estimate that over 745,000 people die from ischemic heart disease or stroke annually worldwide because they have worked 55 hours or more per week, making long working hours the occupational hazard with the largest disease burden.
The industrial perspective of flexible working emphasizes the practical definition of flexibility. Employees being allowed to work from many different places as long as their level of production is maintained, if not increased. Moreover, research reports gave quantitative interpretation backed by statistical evidence showing the changing attitude of organizations in different countries (especially the UK) toward flexible working. An estimate of 50% of the companies in the UK started to consider flexible working as a common practice and 73% of the managers in the survey showed an ultimate support to it. On the other hand, employees showed great preference to flexible working to the point that 40% of workers in the UK choose it over their salary. Also, greater focus was put to explain the increased demand for such arrangements by both stakeholders by which it was clarified by their advantages of contributing to the high quality of output results while creating the "perfect" working conditions for workers.
Additionally, as seen recently, most business organizations have started to introduce flexible working patterns for their employees as a way to increase their productivity level, increasing profitability. Flexible working is also seen as a family-friendly policy, which leads to a "good work–life balance" for employees. Some examples of organizations with flexible working arrangement include Agilent technologies, NetApp and Qualcomm Inc.
Flexible working arrangements is a way for organizations to expand and increase their operations nationally and internationally at lower cost compared to permanent or non-flexible working arrangements. While both employees and employers acknowledge the benefits of flexible working, drawbacks might include extra expenses and responsibilities the organization could incur in order to provide these arrangements and the decreased benefits offered to employees in accordance with their reduced working hours.
Flexible working was academically introduced in 1970[citation needed] and since then this topic continues to be the interest of many research papers.[citation needed]
For four decades, academic papers have contributed to the increased knowledge and interest in flexible working. A descriptive background of the evolution of the concept of flexibility as well as highlighting the main factors contributed to its growth were the main focus of academic studies. Also, they deliver evidence of the significant amount and the ongoing increase in the use of flexible working in many countries.
Studies examining access to flextime have shown that it is the high skilled/educated workers in higher occupational jobs, and supervisory roles that are most likely to have access. Unlike what many assume, women do not have better access to flextime arrangements, and female-dominated workplaces have worse access to flextime compared to workplaces where there are more men or an equal number of men and women. Many studies examine the outcomes of flexible working. For example, a study by Origo and Pagani based on a sample of European countries, gave a deep analysis of the concept of flexible working by testing the level of heterogeneity in the effect of flexibility on job satisfaction, the study found some positive link with some aspects of the job while negative or no relation was found against other aspects. There is increasing evidence for the "business case" of flexible working. A meta-analysis of studies has shown that flexible working can provide a wide range of benefits for companies, including increase in performance, productivity, and reduction in absenteeism.