Flexible working arrangements in residential aged care: applying a person–environment fit model

Abstract

Ensuring sufficient staff numbers to accommodate an increasing need for aged-care services is one challenge facing the residential aged-care sector. Human resources management (HRM) policy and practice need to explore ways flexible working arrangements can be utilised to improve recruitment and retention. This study applied a person-environment (P-E) fit model to understanding the role of flexible working arrangements in contributing to the successful operation of residential aged-care facilities in Victoria, Australia. A sample of 108 residential aged-care workers participated in semistructured interviews to discuss flexible working arrangements, facilitators and barriers affecting their use and uptake, and individual and organisation outcomes resulting from their use. HRM should encourage the development and implementation of policies and practices related to flexible working arrangements in residential aged care, and their uptake by staff, to enhance P-E fit, thus supporting people to remain in their jobs.Keywords: Australia, flexible working arrangements, human resources management, personenvironment fit, qualitative research, residential aged care Key points 1 Flexible working arrangements can be examined using a person-environment fit framework. 2 The person-environment fit framework illustrates how flexible working arrangements contribute to positive outcomes for both employees and employers. 3 Having policies to enable flexible working arrangements may facilitate enhanced person-environment fit, thereby aiding recruitment and retention.

The relationship between workplace characteristics and work ability in residential aged care: What is the role of work–life interaction?

“…The work-life interface is one aspect of PE fit (Galinsky & Bond, 2013) and this study demonstrates the potential influence of WFC Previous research has identified that managerial support is critical for employees to manage work-life interaction (Weale et al, 2017) as well as being an important contributor to safety climate (Cox & Cheyne, 2000). The present research found negative impacts of low managerial support may be amplified in the presence of an unsatisfactory work-life interface.…”

“…Previous research has found that workplace factors, including support from colleagues and managers and flexibility in shift scheduling, enabling workers to establish satisfactory work patterns, contribute to PE fit, leading to positive outcomes for both individuals and organizations (Beauregard, 2011;Weale, Wells, & Oakman, 2017). Due to enduring gendered patterns of work and care-giving, poor work-life fit is particularly problematic for women .…”

“…Due to enduring gendered patterns of work and care-giving, poor work-life fit is particularly problematic for women . Previous research has found that workplace factors, including support from colleagues and managers and flexibility in shift scheduling, enabling workers to establish satisfactory work patterns, contribute to PE fit, leading to positive outcomes for both individuals and organizations (Beauregard, 2011;Weale, Wells, & Oakman, 2017). Nojomi, 2016) and poor work ability in midlife is a predictor of mortality and disability in later life (Jääskeläinen et al, 2016;von Bonsdorff et al, 2011).…”

“…) Weale et al (2017). reported that addressing workplace factors, such as ensuring good managerial support and facilitating flexibility in shift scheduling, helps workers achieve satisfactory work-life fit, contributing to good overall PE fit and leading to several positive outcomes for both individuals and organizations.This study demonstrates that addressing aspects of the work-life interface, in particular WFC and work-life balance, may help to improve work ability levels, in conjunction with directly addressing workplace demands and resources.…”

Self‐reported musculoskeletal disorder pain: The role of job hazards and work‐life interaction

“…Women and working carers are disproportionately impacted by poor work‐life balance due to the persistence of gendered patterns of work and care giving, despite increased workforce participation by women . Previous research has found that workplace factors, such as good managerial support and flexibility in shift scheduling, help workers achieve satisfactory work‐life balance, contributing to a number of positive outcomes for both individuals and organizations …”