A flexitime feasibility analysis model for production oriented organizations
Abstract : The objective of this thesis was to develop a flexitime feasibility analysis model for production oriented organizations. Current literature on flexitime was reviewed to give insight into the background and growth of the flexitime concept. Laws and regulations restricting full utilization of the flexitime system are examined and discussed, as well as the common fears and misconceptions of management, supervisors, and organized labor. Further clarification on analyzing the feasibility of flexitime was gained from interviews with administrators, managers, and employees in organizations utilizing flexitime. In those organizations where genuine employer - employee trust and cooperation abound, the authors noted that few difficulties were encountered in applying or administering the concept of flexitime. Flexitime is not a cure for poor management - labor relations. However, given an organization where progressive management techniques are in practice, flexitime can result in greater employee motivation and higher productivity. (Author)
FLEXIBLE WORKING HOURS: IT'S ABOUT TIME
THE CONCEPT OF FLEXIBLE WORKING HOURS BYPASSES THE LENGTH OF THE WORK-WEEK AND ALLOWS INDIVIDUALS TO SETTLE THEIR OWN WORK- AND LEISURE-TIME ALLOCATIONS, WITHIN LIMITATIONS. THE AUTHORS DESCRIBE THE BENEFITS OF ADOPTING THE SYSTEM AND SOME OF THE PROBLEMS INVOLVED IN IMPLEMENTING IT, AND SUGGEST THAT THE ISSUE OF TRUST IS AT THE BOTTOM OF BOTH. THE FLEXIBLE WORKING-HOURS SYSTEM IS NOT A PANACEA FOR TRAFFIC CONGESTION, OVERLOADED FACILITIES, OR THE MALAISE THAT ACCOMPANIES BORING AND REPETITIVE WORK, BUT EXPERIENCE IN EUROPE HAS SHOWN THAT WHEN IT IS INSTALLED IN THE PRESENCE OF AN APPROPRIATE MANAGERIAL ENVIRONMENT, PRODUCTIVITY IMPROVES, MORALE RISES, TURNOVER DOOPS, ABSENTEEISM DECREASES, AND OVERTIME DECLINES.
Flexible Working Hours‐Panacea or Placebo?
At regular intervals over the past two decades, management has been presented with various attractively packaged techniques, offered as the panaceas to cure hitherto perennial managerial problems. Although these “cure‐alls” may differ greatly (cf. MBO and productivity bargaining) they tend to have a common characteristic, that is, they claim that advantages will result for all the parties involved, and, often, that they will produce results in every organisation in which they are properly applied and given a chance to work. The experience that, in practice, some of the benefits claimed by the different groups involved are incompatible, or that some are more difficult to bring about than anticipated, or that the supposedly “universal” panacea “just does not work in our company”, does not seem to inhibit the discovery of new panaceas to replace or supplement the old.