Implementing Flexible Working Patterns in the Private Sector Organization of Saudi Arabia - Research Proposal Example

Implementing Flexible Working Patterns in Saudi Arabia: A Critical Case Analysis of a Private Sector Organization Module: MMN 620080 HRM Inquiry Project Module Leader: Student Name: Student ID Number: Research Background It is essential for any organization, whether private or public, to ensure that it maintains flexible working patterns. There are many changes occurring in the world today that have contributed to the rise of the concept of flexible working patterns. One key factor is that more and more people are advancing their education, leading to a point where there are many job seekers with similar qualifications but relatively few job opportunities, hence the need for flexible work patterns. According to research conducted by Sulimani (2006), human resources management has a critical role in ensuring that it adds value to corporate strategies and prepares employees and the organization as a whole for sustainability and continued development in the increasingly competitive global environment. In order to maintain job satisfaction and increase employees’ performance, flexible working patterns are a requirement (Graham, 2008). On the other hand, there are benefits that come with maintaining flexible working hours in a private organization. The need for employees to have time to be with their families, relatives or friends has had an impact on the rise of the flexible working patterns concept. In his study, Rodriguez (2003) advocates companies utilizing an annualized system for flexible working patterns. As with any other flexible working system, the advantages of the annualized system accrue for both the staff and the organization, such as improving planning and control. However, different patterns suit different people and jobs (Dickens, 2005). When organizations deploy flexible working patterns, they establish work arrangements which define when, where and how work should be done. Furthermore, in every organization there are two categories of goal: personal and organizational. These goals are extremely important for the sustainability of the individual (employee), the organization and society; these can be achieved through the use of flexible work patterns. On the other hand, when employees are provided with flexible working patterns, they can also achieve a balance between their job, personal commitments and retirement planning (Houston and Waumsley, 2003). When employees are given an opportunity to play all the roles surrounding their lives, they become better managers. As highlighted above, there are numerous benefits from implementing flexible working patterns. The aim of the research is to identify the connection between these benefits and employees’ efficiency, human resources roles and how employees in Saudi Arabia perceive flexible work patterns. Aims and Objectives of the Research The aim of this research is to analyze critically the perceived organizational benefits of implementing flexible working strategies with regard to employee effectiveness, output and creativity within a Saudi private sector organization. As provided by other studies conducted into this concept, there are major benefits in implementing flexible working patterns. Since employees are able to achieve a role balance they can become more effective, creative and productive (Sousa-Poza and Henneberger, 2004). The objectives of the research include the following: To analyse secondary findings (both theoretical and practical) critically, connecting employee effectiveness with the benefits gained. To analyse critically via primary case material how policy implementation (procedures and processes) by HR managers can support and enhance employee effectiveness in Saudi Arabia. To evaluate employee perceptions and experiences of creativity in the case study organization, providing synthesis with the potential for role enhancement and increased output. These objectives are extremely important for the study, since they will aid the researcher in conducting the research as well as achieving the aim of the research. Research objectives are the guiding principle in deciding upon the research methodology or design (Jankowicz, 2005). The first objective will aid the researcher in understanding whether there is a connection between employee effectiveness and the benefits of flexible working patterns. The second objective will aid in understanding the human resources roles and policies that contribute to employee effectiveness. The third objective will provide an opportunity for the researcher to explore employees’ views and the perception of their roles and productivity in a flexible working pattern. Methodological Framework The research will be conducted through the use of interviews and questionnaires and will utilize both quantitative and qualitative data analysis. This is because some techniques such as interviews can be used to gather data in either a quantitative or qualitative way (Saunders et al., 2009). An important characteristic of qualitative techniques is that there is a distinction between data collection and analysis. On the other hand, there is greater interactivity with qualitative than with quantitative techniques. Therefore, for the purposes of this research, interviews can be categorized as a qualitative technique (Easterby et al., 2009). The interview technique is considered the best method of collecting information. An interview is a research technique that requires one-to-one contact between the researcher and the respondent and can be executed face to face or by telephone. Both face-to-face and telephone interviews require the researcher to seek an appointment with the intended respondent. When conducting an interview, the researcher can incorporate a non-directive interview, whereby the interviewee is not interrupted when talking because there are other issues that might be of interest. Consequently, the researcher will help the interviewee understand the critical areas of interest (Buckley, 1993). The researcher can use the face to face interview method, since it is less costly in terms of time and money and allows more interactivity compared to telephone interview method. One advantage of conducting an interview is that the researcher is capable of attaining a great deal of information from the interviewee, since there is a high level of interactivity between the two parties. Interviews can be conducted with those who are physically challenged, since there is no writing involved (unlike a questionnaire) (Wood and Kerr, 2010). Another advantage is the fact that the researcher has an opportunity to make the respondent aware of critical areas of the research. There are limitations with interviews. First, interviews can be time consuming and hence quite tiring, since the researcher must avail him or herself in person to the respondent (Hagan, 2003). Second, the potential respondent might abruptly cancel the appointment, fail to appear, or answer telephone calls. This can be depressing for the researcher, since it represents a waste of time. Another limitation is the possibility of the respondent or the interviewee becoming uncooperative. The interviewee might see the interview as a waste of time or deliberately become ignorant of the interview (Cohen et al., 2007). The researcher will make use of questionnaires in this study. Beiske (2007, p. 3) states that “a questionnaire is essentially a structured technique for collecting primary data. It is generally a series of written questions for which the respondent has to provide answers”. The questionnaire is categorized as a quantitative technique with reference to the numbering of questions. The questionnaire should be well designed to motivate the respondents to provide accurate, reliable and relevant information. The questionnaire will contain both open-ended and closed-ended questions. The open-ended questions are prepared in such a way that the respondent provides a personal answer and where there are varieties of answers that can be given. With closed-ended questions, the answer can either be “No” or “Yes” (Kvale, 1996). Generally, an advantage of the questionnaire is that the researcher can distribute and leave it with the respondents to collect later. It is also cheap and quick compared to conducting interviews (Watson, 2008). Another advantage is that there are many responses that the researcher can gain from open-ended questions. In addition, the outcome is not influenced by predetermined possible responses. A limitation of open-ended questions, however, is the complexity of evaluating the answers and their tendency to vary in clarity. One advantage of closed-ended questions is that they are easier to answer, since the respondent has only two possible outcomes from which to choose, making these questions highly effective and less time consuming. However, at times the researcher is not assured of receiving all the questionnaires fully answered, since some respondents do not bother to respond or lose the questionnaires, among other possible reasons (Moore, 2001). Therefore, as presented above, a combination of the two techniques is strongly recommended for the purposes of this research. Thomas et al. (2010 p273) claim that “….the questionnaire and the interview are essentially the same except for the method of questioning, where questionnaires are answered in writing and interviews orally. While it comes to the interviews, the researcher will conduct them face to face; the questionnaires will include both closed- and open-ended questions. The researcher will follow up the progress of data collection with the questionnaires. The researcher intends to conduct the interviews in Saudi Arabia and e-mails the questionnaires to the respondents. In addition, the choice of the interviewees and the respondents solely rests on the researcher. Planning and Critical Analysis The research presents certain challenges and limitations surrounding both data collection and analysis. The finance required to conduct this research is one of the limitations (Cryer, 2006), as funding is required for materials, travelling and printing the final document. Another limitation is introduced by the research techniques the researcher has chosen. This is because the respondents might be uncooperative, hence limiting the amount of information that the researcher is considering gathering. Strategies aimed at minimizing these limitations include the following: extensive planning where time and finances are required, and acquiring interviewing and other skills which are necessary to ensure that respondents are cooperative. One implication of this research is that the management, specifically the human resources section of private organizations in Saudi Arabia, will better understand and appreciate the benefits of implementing flexible working patterns. Another implication will be regarding the workforce and other interest groups in ensuring that organizations embrace flexible working patterns (Peper et al., 2005). Conclusion In order to conduct the study comprehensively, the researcher can focus on the use of a Ghatt Chart. A Ghatt Chart is used to show the schedule of the project providing start and finish dates. A Ghatt Chart helps a researcher to utilize time and resources adequately and effectively. A Ghatt Chart provides activities and time duration on each activity. Hence, Ghatt Chart will ensure that the project is finished on time. 22/06 24/06 25/06 26/06 29/06 01/07 3/07 04/07 08/07 10/07 Preliminary Investigation Distribute Questionnaires Interviews Data Collection Questionnaires Data Analysis And Editing Final Report Ghatt Chart References Beiske, B. (2007) Research Methods: Uses and Limitations of Questionnaires, Interviews, and Case Studies, Munich, Germany, GRIN Verlag. Buckley, A. (1993) The Essence of Marketing Research, UK: Prentice-Hall International. Cohen, L., Manion, L., Morrison, K. & Morrison, K.R.B. (2007) Research Methods in Education, 6th Edition, United Kingdom, Routledge. Cryer, P. (2006) The Research Student’s Guide to Success, 3rd Edition, Maidenhead, United Kingdom McGraw-Hill International. Dickens, A. (2005) The Flexible Workplace, Alresford, Hants: Management Pocketbooks. Easterby-Smith, M., Thorpe, R. & Lowe, A. (2009) Management Research: An Introduction, New Delhi: SAGE. Graham, P. (2008) Guide to Flexible Working, Cambridge, Workplace Law Group. Hagan, F.E. (2003) Research Methods in Criminal Justice and Criminology, 6th Edition, Massachusetts, Allyn and Bacon. Houston, D.M. & Waumsley, J.A. (2003) Attitudes to Flexible Working and Family Life, Oxford, The Policy Press. Jankowicz, A.D. (2005) Business Research Projects, Belmont, Cengage Learning. Kvale, S. (1996) Interviews: An Introduction to Qualitative Research Interviewing, India: SAGE. Moore, S. (2001) Sociology Alive! 3rd Edition, Great Britain, Nelson Thornes. Peper, B.J., Huiskes, D.J. & Dulk, L. (2005) Flexible Working and Organizational Change: The Integration of Work and Personal Life, United Kingdom, Edward Elgar Publishing. Rodriguez, M. (2003) “Flexible Working Patterns Using Annualized Hours”, Work Study Currently published as the International Journal of Production and Performance Management, Vol. 52, Issue 3, pp. 145-149. Saunders, M., Lewis, P. & Thornhill, A. (2009) Research Methods for Business Students, 5th Edition, New Jersey, Pearson Education. Sousa-Poza, A. & Henneberger, F. (2004) “Analyzing Job Mobility with Job Turnover Intentions: An International Comparative Study”, Journal of Economics, Vol. 1, Issue 38. Sulimani, T.A. (2006) Transforming Saudi Organizations to Achieve Excellence through Human Resources: Are we ready? Fourth Human Resource Forum. Available at: , Retrieved on 18 June, 2011. Thomas, J.R., Silverman, S. & Nelson, J.K. (1990) Research Methods in Physical Activity, 2nd Edition, Champaign, Illinois, Human Kinetics Publishers. Watson, R. (2008) Nursing Research: Designs and Methods, Amsterdam, Elsevier Health Sciences. Wood, M.J. & Kerr, J.C. (2010) Basic Steps in Planning Nursing Research: From Question To Proposal, 7th Edition, Sudbury, Jones & Bartlett Learning. Read More