Support for supervisors: HR enabling flexible work

Abstract

Purpose Flexible work arrangements (FWAs) are routinely offered in organizational policy, yet employee access to FWAs is highly dependent upon support from their immediate supervisor. There is little empirical research that specifically investigates the role of the human resource function (HR) in supporting managers to implement FWA policy. Through the lens of HR systems theory, the purpose of this paper is to examine how HR supports managers to implement FWAs. Design/methodology/approach Using a case study in the Australian Insurance industry, this paper analyzes corporate documents and interviews with 47 managers, supervisors and HR staff across four diverse business units. Findings This study identifies supervisors’ perceived ability to implement FWAs as a potential barrier to utilization. Five mechanisms of HR support to overcome perceived barriers are identified in the data. An HR system that enables managers to support FWAs requires alignment of HR policies; the provision of supportive technology; an HR structure that facilitates proactive advice and support; HR business partners with influence; and managerial training on FWAs. Practical implications This paper provides HR practitioners with insights into the mechanisms that can support managers to implement FWAs or other devolved HR policies. Originality/value Applying HR systems theory, this case study utilizes the perspectives of senior managers, supervisors and HR staff to explain how the HR function supports or constrains managers in the effective implementation of FWAs.

“Poking around and reading the tea leaves”: analysis of issues affecting film and TV unions

“…The first author wrote memos to decipher whether an issue linked to threat, opportunity or mixed and then looked for linguistic evidence of distributive or integrative approaches to issues. Similar to other qualitative research (Najeeb and Barrett, 2019; Payne and Fisher, 2019; Williams, 2019), we used the words of participants to give them voice regarding our research claims about the issues, characteristics, interpretations and approaches.…”

Understanding, ownership, or resistance: Explaining persistent gender inequality in public services

“…Furthermore, middle managers act as a vital “organisational lubricant” (Cooper & Baird, 2015, p. 570), translating organizational policy into practice (den Dulk & de Ruijter, 2008; Maxwell, 2005). Many studies have examined the role of middle managers in the implementation of specific components of gender equality policy—such as facilitating flexible work (see, e.g., Bond & Wise, 2003; Cooper & Baird, 2015; Stout, Awad, & Guzmán, 2013; Williams, 2019) but fewer studies have examined middle mangers' role in supporting or hindering the progress of gender equality policies more generally (Kelan & Wratil, 2018).…”

How Flexible Work Arrangements Affects Affective Organizational Commitment, and Work-Life Enrichment in Pakistan’s Service Industry: The Role of Time Planning, Work-Life Conflict, and Engagement

“…FWA research have showed that supervisors and managers must believe in the benefits that FWAs can bring. FWAs demand new ways of thinking about the work being carried out and handled, the position of supervisors becomes increasingly complex but with the easy access to advice and guidance from HR consultants, some of the challenges can be resolved by having clearer views between policy and action (Williams, 2019). This will allow companies to meet the challenges of retaining skilled, hard-working and dedicated workers.…”