Defining and conceptualizing workplace flexibility

Hill, E. Jeffrey; Grzywacz, Joseph G.; Allen, Sarah M.; Blanchard, Victoria L.; Matz-Costa, Christina; Shulkin, Sandy; Pitt‐Catsouphes, Marcie

doi:10.1080/13668800802024678

Cited by 312 publications

(183 citation statements)

References 36 publications

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“…telecommuting) and flexibility in terms of periods away from work (e.g. sabbaticals) (Hill et al 2008). These three categories in turn can be aggregated to two distinct dimensions of flexibility: irregular flexibility, which refers to irregular breaks from work, such as sabbaticals, and regular flexibility, which refers to flexibility in the daily work routine, such as flexible work schedules and telecommuting (Bal and de Lange 2015).…”

Section: Differential Effects Of Fwps On External and Internal Outcomesmentioning

confidence: 99%

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Are you attracted? Do you remain? Meta-analytic evidence on flexible work practices

Onken-Menke

Nüesch

Kröll

2017

Bus Res

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This meta-analysis investigates how three flexible work practices (FWPs), flexible work schedules, telecommuting and sabbaticals, affect organizational attractiveness for job seekers and the organizational attachment of employees. Based on organizational support theory and signalling theory, we conjecture that anticipated organizational support mediates the positive relationship between FWPs and organizational attractiveness. Applying the conservation of resources theory, we suggest that FWPs increase organizational attachment through increased perceived autonomy. Meta-analytic results based on 68 studies and 52,738 employees indicate that FWPs increase organizational attractiveness and that the positive effects are partially mediated by anticipated organizational support. We also find that flexible work schedules and sabbaticals (but not telecommuting) increase organizational commitment and that all FWPs decrease turnover intention. Furthermore, these effects are partially mediated by perceived autonomy. Implications for practice and future research are discussed.

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Section: Differential Effects Of Fwps On External and Internal Outcomesmentioning

confidence: 99%

“…flexible work schedules), where (e.g. telecommuting), and for how long work is conducted (Hill et al 2008), whereby the latter includes decisions about breaks from work (e.g. sabbaticals).…”

Section: Introductionmentioning

confidence: 99%

Are you attracted? Do you remain? Meta-analytic evidence on flexible work practices

Onken-Menke

Nüesch

Kröll

2017

Bus Res

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“…The tension between the organisational value of flexibility (e.g. for a farm adapting to the operating environment) relative to the individual or worker impact of such flexibility, and whether one is at the expense of the other (Hill et al 2008), requires further investigation. As argued by Dedieu (2009), it is important to look at how farmers work with uncertainties rather than smooth them out, and here, we find the farm workforce a part of operational flexibility and a response option for constraints from climate or water and priorities for financial returns (external capital).…”

Section: Human Capitalmentioning

confidence: 99%

A new framework to analyse workforce contribution to Australian cotton farm adaptability

Nettle

Kuehne

Lee

et al. 2018

Agron. Sustain. Dev.

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Farmers face many challenges, including climate variability, that require continual adaptation. However, studies of farm adaptation have paid limited attention to the farm workforce, despite changes in farm workforce organisation (i.e. the number, type and forms of employment on farm) being a significant feature of agricultural change globally. To effectively support farmers' adaptation, it is important to understand farmers' workforce strategies (i.e. how farm workforce organisation supports the needs and priorities of the farm), how workforce choices are made and the implications for adaptation. This paper progresses a framework for analysing farm adaptability, including the farm workforce. Bringing together theories of livelihoods analysis and strategic human resource management, the farm workforce strategies of 16 case study farms in the Australian cotton production sector are analysed. Cotton production is exposed to major resource constraints, such as irrigation water. We interviewed farmers and collected data on farm business performance, workforce organisation choices, human resource management practices and employees' experiences of work. We integrated data to characterise farm workforce decision-making and the relationship between workforce strategies and farm adaptability for each farm. A cross-case analysis explored differences between farms. A diversity of workforce strategies was found, involving combinations of workforce options, defined as 'core', 'contract' and 'casual' workers at different levels of skills and experience. Farm workforce strategies were found to influence and be influenced by sources of financial capital, irrigation water availability/holdings, farm remoteness, new farm infrastructure and human resource management practices. The farm workforce was a response option to provide production flexibility, yet high adaptability was associated with some negative consequences for managers and employees. We show for the first time the influence of farm workforce organisation dynamics in adaptation and negative consequences of high farm adaptability. 'Factoring-in' the farm workforce in sustainable development studies should therefore be a priority.

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“…telecommuting), the duration of individual and collective sessions of workrelated tasks (e.g. part-time employment), as well as options for multiple points of entry and departure from paid work, for example, career flexibility (Hill et al 2008) (Fransman 2015).…”

Section: Flexible Workmentioning

confidence: 99%

Flexi work, financial well-being, work–life balance and their effects on subjective experiences of productivity and job satisfaction of females in an institution of higher learning

Jackson

Fransman

2018

SAJEMS

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Background: Expressions such as ‘there are not enough hours in the day’ and ‘the 25 h workday’ or cliché statements such as ‘working 24/7’ have become common overtones in the way employees feel about time at work. Because of this ‘lack of time’ feeling, alternative work arrangements such as flexitime, telecommuting and practices such as work–life balance have emerged as popular topics for researchers, employees, organisations and the like in the past few decades. Setting: Women are still the main caregivers of family members and households, and compared to men, they are less likely to be granted flexitime by their employers. It therefore seems realistic to imagine that women would suffer more from work–life conflict. Women still earn, on average, less than men and are more likely to have part-time jobs. This has an impact on the financial well-being of women. These issues have yet to be investigated in an institution of higher learning in South Africa. Aim: This study was aimed at determining: (1) the relationship between flexi work, financial well-being and work–life balance, productivity and job satisfaction, (2) the role of flexible work, financial well-being and work–life balance in productivity and job satisfaction, and (3) the mediating effect of productivity (job satisfaction in the alternative model) in the relationship between flexible work, financial well-being and work–life balance and job satisfaction (productivity in the alternative model). Methods: A cross-sectional survey was used with a convenience sample (n = 252) of female support employees, employed in a higher education institution in the North West province of South Africa. Results: Findings of the study indicated a statistically significant relationship between the variables. Results indicated that financial well-being, work–life balance and productivity were statistically significant predictors of job satisfaction, and in addition, subjective experiences of productivity serve as partial mediators in the relationship between financial well-being and work–life balance on the one hand, and job satisfaction on the other hand. Conclusion: It seems like financial well-being and work–life balance play a more important role in job satisfaction and that financial well-being and work–life balance are more important for job satisfaction through subjective experiences of productivity. It would therefore make sense to increase experiences of financial well-being and work–life balance to address experiences of low levels of job satisfaction and subjective experiences of productivity.

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Defining and conceptualizing workplace flexibility

Cited by 312 publications

References 36 publications

Are you attracted? Do you remain? Meta-analytic evidence on flexible work practices

Are you attracted? Do you remain? Meta-analytic evidence on flexible work practices

A new framework to analyse workforce contribution to Australian cotton farm adaptability

Flexi work, financial well-being, work–life balance and their effects on subjective experiences of productivity and job satisfaction of females in an institution of higher learning

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