Practice of Workforce Flexibility-Internal, External, Numerical and Functional Flexibility

Abstract

There is a considerable absence of research literature that evaluates ways in which people management practices such as workforce flexibility operate in different contexts. The purpose of the study is to investigate four workforce flexibility strategies used in export‐based firms. These four strategies are external flexibility, internal flexibility, functional flexibility and numerical flexibility. To fulfil the objectives of the study, the paper presents results of four surveys conducted to investigate each of the flexibility strategies in Sri Lanka. Two of these surveys were conducted in the service sector of offshore IT outsourcing, while the other two were conducted in the export‐based manufacturing sectors of coir product manufacture and apparel manufacture. In another dimension, two studies were on employees at executive level and above, while the other two were on shop‐floor employees. The findings present the employees' interpretation of their experience of each flexibility strategy, and discuss theoretical and practical implications.

The state of restroom facilities as a measure of cleaning service quality in an educational institution

“…In every organization, people are the most important resources, controlling capital and technology involved in economic activities (Wickramasinghe et al , 2019). To suit their needs and objectives, organizations can adopt different forms of flexibility strategies to maximize the potential and contribution of human resources to the organization, given differences in potential with regard to qualifications, experience, knowledge, interests, personal needs and proclivities (Fullick et al , 2009, cited in Wickramasinghe et al , 2019). Hence, the careful consideration of “outsourcing vs insourcing” is crucial.…”

“…Sourcing decisions are therefore crucial for most non-core functions of an organization such as human resource, facilities management and policy-making departments (Caputo and Palumbo, 2005; Gbadegesin and Babatunde, 2014; Siew-Chen and Vinayan, 2016; Beers, 2019). Sourcing decisions allow for flexibility in employment strategies and thus life-long careers and increased employment security (Wickramasinghe et al , 2019). In particular, the decision to insource or outsource an existing part, function or service would allow firms to free up needed resources to deal with the core function of the business.…”

Assessment of facilities management sourcing approaches in hotels in Ghana: a study of selected hotels in Wa

“…Such contractors focus more on performing their assigned roles in the contract and are not permanently part of the organisation. Outsourcing has also provided greater flexibility in employment strategies (Wickramasinghe et al, 2019;Okoro et al, 2020). Therefore, outsourcing FM can be an excellent strategy for large organisations to reduce operating costs, concentrate more on their core mission and primary activities and improve their competitive position (Oladokun, 2009).…”

“…Such contractors focus more on performing their assigned roles in the contract and are not permanently part of the organisation. Outsourcing has also provided greater flexibility in employment strategies (Wickramasinghe et al. , 2019; Okoro et al.…”

The moderating effect of age on the benefits of trait mindfulness and functional flexibility among salespeople

“…It also represents "the capability of an employee to work across traditionally distinct occupational boundaries" (Cordery et al, 1993, p. 705). Fundamentally, employees with functional flexibility are not specialized in the tasks outlined in their job descriptions; however, they are able and willing to undertake new functional roles within the organization when required (Wickramasinghe et al, 2019;Charoensukmongkol, 2021, 2022). They can also easily move between jobs or tasks (Charoensukmongkol and Pandey, 2022b).…”