A Flexible Work Arrangement - Coursework Example

CASE STUDY: FLEXIBLE WORK ARRANGEMENTS] Name Course Lecture Date Introduction A flexible work arrangement refers to a workplace setting that allows workers to work under a more changeable schedule instead of keeping to the traditional 8-hour workday. At the present, a growing number of workers are working under a flexible schedule from different locations and some even share jobs. The main flexible work arrangements include flex-time, job-sharing, compressed workweek schedules and telecommuting. Under flex-time, employees are allowed to set time for starting and finishing their work within limits set by management. Job-sharing allows two employees to share duties under one full-time job position. Compressed workweek schedules let workers work for 40 hours in less than 5 days. Most employees work for 10 hours in four days every week. Lastly, telecommuting involves working from home for some hours and going to the office for two or so days within a week (Kelliher & Anderson 2008, p.423). Organic and Mechanistic organizations Gitman & McDaniel (2009, p.190) note that, an organic firm is typified by a comparatively low job specialization, few management levels, loose departmentalization, broad spans of control, a short command chain and decentralized decision-making. When these elements combine they form a flat firm structure. Universities and colleges have a tendency of having flat structures, with just few administration levels amid the president and the faculty. On the other hand, a mechanistic firm is typified by a comparatively high level of job specialization, several management layers, rigid departmentalization, centralized decision-making, long command chain and narrow control spans. All these features constitute what is known as a tall firm structure. The United Nations and U.S Armed forces are examples of characteristic mechanistic organizations. The decision on whether to form a more organic or mechanistic organization depends on a number of factors including, the overall strategy of an organization, its size as well as the stability of the external environment. Description of the workplaces in the case study The workplaces described in the case study are more organic. In the case of Mr. Marburg, he is able to both work at ANZ Bank as well as pursue his sports’ passion for towing. Instead of working from an ANZ’s office in the city, he carries his laptop and does some work from his boat shed during his towing practice (SMH 2009). This characterizes an organic organization in the sense that, the span of control that is exercised by the ANZ Bank is very wide. For instance, Mr. Marburg is free to discharge his duties as a communication adviser from his boat shed without being supervised by anybody. The organization is not exercising a lot of control over him as part of its workforce. Moreover, decentralized decision-making as is the case for organic organizations, is evident where Mr. Marburg is free to decide when to discharge his bank duties in the course of his towing training (SMH 2009). In the case of Kate Hobson as AXA’s communications manager, she is been working from home during her recovery. Kate says that, AXA gave her a laptop and internet connection and freely asked her to choose the days when she need to stay at home. As a result, Kate is free to decide the days in a week when she can work as well as the days for rest (SMH 2009). The features of organic organizations are seen where AXA exercises no control over Kate during her working from home. She is not answerable to anybody in terms of how, when and where she discharges her duties. Moreover, Kate does not work full-time; she is free to decide when to work and when to take a rest. Decentralized decision-making is evident here since, there is no a requirement or policy from the company’s top management dictating when Kate should work. Main developments enabling more flexible work arrangements According to Powell (2009, p.48), several macro-level trends play a central role in influencing the adoption of flexible work arrangements by organizations. To start with, advancement in Information Technology has fostered the adoption of flexible work arrangements by organizations. For instance, IT facilitates teleworking by enabling people to use networked computers using internet and intranet technologies. Technological change’s acceleration implies that conventional job designs are worn out and hence, it is necessary to accordingly reschedule work along flexible lines. In other words, technological advancement has forced organizations to adopt more flexible work schedules in order to keep in pace with the current technology. In addition, organizations are facing increased competition which is pressuring them to lessen long-term outlay in labour overheads. As a result, they are using short fixed-term contracts. Under these contracts, employees are paid mostly on piece-rate basis rather than on 40-hour four weeks in a month (Powell 2009, p.50). Such work conditions allow employees to choose when to carry out their duties provided they complete the assigned work within the agreed period. Moreover, changing developments in labour supply and demand are giving rise to variations in both employment types as well as employees available. Currently, there is a mounting pressure from employees who are facing difficulties in complying with a 9am to 5 pm full-time work routine. As a result of such variations in supply of labour, employers are more and more implementing more flexible work schedules for utilizing labour, including job-sharing and part-time work (Powell 2009, p.50). Powell (2009, p.51) further asserts that, government policies such as legislation on part-time employment and working hours, which either encourage or preclude the use of family friendly and flexible work schedules, are also enabling the use of flexible work structures. Women are mostly affected by tight full-time work-schedules since they have to balance between work and family duties. As a result, the government is imposing policies to ensure that organizations have work schedules and plans that favour women. For instance, flexible maternity leaves and part-time jobs are being adopted by most companies as a way of encouraging women especially those in the child bearing stages to take on jobs. Furthermore, there is an increasing need for employees to undergo continuous training in the course of their careers in order acquire the necessary skills and knowledge for them to excellently discharge their present as well as future jobs. This trend is enabling organizations to have flexible work schedules to allow their employees time to attend to lectures, workshops and other studying arrangements (Powell 2009, p.51). The main benefits to the organization of introducing flexible working arrangements A number of benefits accrue to an organization from the introduction of flexible work arrangements for its employees. In the first place, such work arrangements enables an organization to match customer demands or needs with work provision. Nowadays, customers are preferring to shop over the weekends or even late at night. Thus, flexible work schedules can enable a firm to schedule work shifts that suit the preferences of customers. Meeting the needs of customers leads to high levels of customer satisfaction, which in turn increases a firm’s profitability through repeat purchases, customer loyalty and word of mouth advertising (Poelmans 2005, p.306). According to Poelmans (2005, p.306), flexible work schedules can be a good source of motivation for employees and thus firms can use them to enhance the morale of its employees. Motivated employees are more devoted and committed in discharging their work compared to demoralized ones. Moreover, motivated employees try their best to ensure they engage in positive customer encounters. Employee commitment and devotion in their duties lead to increased productivity of a firm as well as increased efficiency especially when rendering services to customers. All these result in increased profitability for the firm. Flexible work arrangements also help an organization in recruiting and retaining employees. Firms are facing increased competition when it comes to selection and recruitment of qualified staff since different organizations are offering different terms and conditions of employment. With technology advancements and increased need for work-life balance, candidates are looking for work environments where they can decide when and where to work from. Thus, introduction of flexible work arrangements enables organizations to attract and recruit the best employees. Moreover, female employees tend to quit their jobs during their last months of pregnancy due to lack of better maternity leave plans. Other employees such as those who want to further their studies, quit jobs where they are unable to balance work and studies. Accordingly, organizations can foster retention of such employees through the introduction of work schedules that allows them to balance their work with family life or studies (French 2011, p.272). Ellis (2003, p.420) further maintains that, flexible work structures reduce absenteeism, sick leave and stress among employees. With such structures there is a less possibility of large workloads for employees, which can make them tired and boycott work. Under flexible work structures, employees are able to systematically schedule their duties hence less probability of absenteeism due to fatigue. More so, tight and rigid work schedules are stressful to employees since they are forced to report to and leave work at the set time. Consequently, employees tend to work under a lot of pressure. Besides, most sick leaves especially for minor ailments such as cold, headache or back pain are not genuine. Employees use such leaves to take a break from their stressful work. Hence, introducing flexible work arrangements may help a firm reduce employee stress and frequency of sick leaves. Motivation theory that explains worker willingness and enthusiasm to work from home productively without supervision Herzberg’s motivator-hygiene theory is among the most popular and influential motivation theories. Basically, this theory groups motivators into two divisions namely hygiene factors and motivator factors. The former relates to the context surrounding work, while the latter relates to the work itself. Motivator factors comprise of things like responsible work, autonomy in discharging work and satisfaction stemming from completing challenging duties. Hygiene factors consist of job security, pay and good working conditions. According to Herzberg, absence of hygiene factors results to de-motivation. He proposes that employees are more productive and satisfied when their work is rich in motivator factors. If work is interesting, it may be accomplished through job enrichment (Teck-Hong & Waheed 2011, p.73). According to Christopher (2005, p.235), jobs may be made more interesting and motivating through increased autonomy, skill variety, feedback, and task identity and task significance. Personality and social psychologists call most of these work characteristics, especially competence and independence, intrinsic motivators. High degree of intrinsic motivation is marked by strong involvement and interest in one’s work. Accordingly, flexible work structures that allow employees to comfortably work from their homes without being supervised are intrinsic motivators. This is because; they foster independence among employees in doing their work in that, they are free to decide the when, where and how aspects of their work. Thus, employees under such work arrangements are highly motivated and have great involvement and interest in their work, which in turn makes them to excellently discharge their duties without any supervision. In this case, Hertzberg’s motivator-hygiene theory best explains employee enthusiasm and willingness to productively work from their homes without being supervised. Conclusion In a flexible work arrangement workers work under a more changeable schedule and the main types of flexible work schedules include flex-time, job-sharing, compressed workweek schedules and telecommuting. Organic organizations have a comparatively low job specialization, few management levels, loose departmentalization, broad spans of control, a short command chain and decentralized decision-making. Conversely, mechanistic organizations have a comparatively high level of job specialization, several management layers, rigid departmentalization, centralized decision-making, a long command chain and narrow control spans. The workplaces presented in the case study are more organic due to wide control spans and decentralized decision-making. The main developments enabling more flexible work arrangements are advancement in Information Technology, increased competition, changing developments in labour supply and demand, government policies and need for continuous training. The benefits that an organization can enjoy from introduction of flexible work arrangements include matching customer demands or needs with work provision, motivation of employees, enhanced employee recruitment and retention and reduced absenteeism, sick leave and stress among employees. Herzberg’s motivator-hygiene theory explains employee enthusiasm and willingness to productively work from their homes under no supervision. List of References Christopher, M 2005, Meaningful motivation for work motivation theory, Journal of Management Review, 2 (1), 235-238. Ellis, S 2003, Business: the ultimate resource, Beijing, Citic Publishing House. French, R 2011, Organizational behaviour, Hoboken, N.J, Wiley. Gitman, LJ & McDaniel, CD 2009, The future of business: the essentials, Mason, OH, South-Western Cengage Learning. Kelliher, C & Anderson, D 2008, For Better or for Worse? An Analysis of how Flexible Working Practices Influence Employees’ Perceptions of Job Quality, International Journal of Human Resource Management, 19 (3), 419-431. Poelmans 2005, Work and Family: An International Research Perspective, London, Routledge. Powell, G 2009, Managerial decision making regarding alternative work arrangements, Journal of Occupational and Organizational Psychology, 72 (1), 45-57. SMH 2009, May 9, Flexible workplaces the new trend, The Sydney Morning Herald. Teck-Hong, T & Waheed, A 2011, Herzberg's Motivation-Hygiene Theory and Job Satisfaction in the Malaysian Retail Sector: The Mediating Effect of Love of Money, Asian Academy of Management Journal, 16 (1), 73-94. Read More