https://doi.org/10.1111/j.1467-8551.2009.00659.x. Thanks to advances in technology, flexible working has been enabled through file sharing, unified communication, and remote working tools, among others. reduce turnover? We identify two images of the new world of work—one for high-skill workers who choose alternative work arrangements and the other for low-skill workers who struggle to make a living and are beholden to the needs of the organization. The increasing popularity of FWAs is a con-, sequence of both the organizations' desire to gain more flexi-, bility and institutional recommendations from the EU, OECD, The first attempts of exploring the impact of FW, from the 1970s and were focused on their effect on individual, worker performance (de Menezes & Kelliher, lowing years, the research of FWAs' impact on individual per-, formance expanded to work-life issues, health outcomes and, work engagement (Allen, Johnson, Kiburtz, & Shockley, pact of specific FWAs on firm performance in terms of pro-, Smith, 2002; Berkery et al., 2017), but de Menezes & Kelliher, (2011) point out in a systematic literature review based on 148, publications that previous studies about the effects of FWAs, on firm performance are inconclusive and sho, about different clusters of FWAs practices, especially with re-, be explored through the lens of benefits they primarily, belong to, either those of employers or employees, i.e. Such benefits include: Assisting in recruiting e"orts. ly negatively related to organizational performance. Most of private sectors have shifted from officed based to work from home (WFH). To overcome this inadequacy, a more comprehensive preference aggregation method is implemented here into robust design. The main contribution of the paper is revealing the importance of work-life balance arrangements in achieving success and competitive advantage. International Journal of Human Resource Management, 19, https://doi.org/10.1080/09585190701799978, hours and productivity: Some evidence from the pharmaceutical, look at the availability of flexible work arrangements and work–fa-, Review of Organizational Psychology and Organizational Behavior, 473–499. should have an impact on increased firm performance. as additional working hours that are above standard, where employees agree to work fewer hours, which is characterized by splitting work be-, 0.000). According to the two research questions in this, ven and employer-driven arrangements. https://doi.org/10.1111/irel.12031, (2), 370–387. (Kottey & Shar-, ma, 2016; Kattenbach et al., 2010), and it is expected that they, This desire to return the favor combined with a higher per-, ceived level of autonomy (due to the possibility of flexi-time), could lead to the increased productivity of workers (Berkery. In that sense, employers should find ways to. Work-family benefits: Which ones maximize profits? list of outsourced HR activities), recruitment and selection, employee development, compensation and benefits, employ-, ee relations and internal communication, background data, regarding organization (e.g. The moderators affecting the relationship between the work–life balance arrangement and organisational performance were gender, sector, and employee hierarchy. The productivity payoff from the corporate lat-, (1999). This is the first time a full scale WFH is implemented in Indonesia. ravnoteža rada i posla, organizacijska učinkovitost, financijski indikatori uspješnosti, nefinancijski indikatori. Research by Raabe (1997 cited in Waters & Bardoel 2006) suggested that universities are increasingly offering flexible work arrangements to obtain a competitive advantage. Lesson Learned from Work from Homeduring COVID-19 Outbreak in Indonesia, Analyzing Antecedents and Consequence of Job Crafting, Age and Health Jointly Moderate the Influence of Flexible Work Arrangements on Work Engagement: Evidence From Two Empirical Studies, Effect of Shift Work on Worker's Health, Family and Social Life at a Automobile Manufacturing Plant, Alternative Work Arrangements: Two Images of the New World of Work, On the Uptake of Flexible Working Arrangements and the Association with Human Resource and Organizational Performance Outcomes, Learning capabilities, human resource management innovation and competitive advantage, Does Satisfaction With Family-Friendly Programs Reduce Turnover? Similarly, by empowering the employees psychologically increases the work engagement level which enhances team performance. Starting at the end of 2019, Coronavirus (COVID-19) is spreading worldwide rapidly and become a pandemic. These matrix descriptions give rise to reduced. Flexible working arrangements can be used by supervisors to provide UGA departments and employees the … This paper adopts a knowledge-based approach to examine how firms design and implement HRM innovations (HRMIs) and how such innovations support competitive advantage. A panel study conducted in U.S. Federal Agencies. those that primarily benefit employees were found, to be positively related to several organizational outcomes, while employer-driven arrangements were almost exclusive-. https://doi.org/10.1080/09585192.2016.1209228, (4), 496–513. This study provides empirical evidence on the use of an FWA and its effect on employees’ productivity during a pandemic in Africa. Influence of temporary employ-. International Labour Organization (2011). They are considered a staple of the European labour market and are becoming more widespread in the United States and Asia.3 “In 1967, flexi-time was introduced in West Germany to alleviate commuting problems. The focus of this paper is on outcomes of different FWAs, performance. flexible work arrangements. On the other hand, several employer-driven practices, such as shiftwork, overtime work, weekend work, annual hours count and fixed term contracts were found to be significantly, but negatively related to organizational performance. It should be noted that many re-, Of all EU countries, Croatia has one of the highest percentages of, The International Journal of Human Resource Ma-, , 1–31. Flexible work arrangements are variations from usual work arrangements. Compliance is required by Staff 3. For more information on the CRANET. The homonymous FCA Composite Index (CI) is calculated for all 200 NUTS II-level regions of France, Germany, the UK, Denmark, Sweden, Belgium, Greece, Italy, Spain, Portugal, Bulgaria and Romania. & Allen, 2007; Spreitzer et al., 2017). jobs, and firm performance: Evidence from Italian firms. This, type of flexible arrangement, also known as the "4-day work-, ly reduces stress and develops positive attitudes towards job, itself (see Baltes et al., 1999). https://doi.org/10.2307/1556339, (1), 40–58. Symbolic action and resource-based views provide conceptual support for such a relationship. But even if the benefits of flexibility are widely known, an understanding of how best to implement flexible working arrangements is crucial in avoiding difficulties. More precisely, ployees are left with little choice over their working time and, location, employees as a result may feel less committed to the, organization and less compelled to give back to the organiza-, The contribution of this study is twofold; first, presenting evi-, dence from a large sample, this study advances knowledge in, the field by empirically testing the relationship between FWA, practices and different organizational performance indicators, ments i.e. This becomes an issue during management meetings where employers spend time deliberating over the idea of adopting FWAs to increase possibility of the identified variables in the efforts of improving employee retention. The study is a library research involving analytical discussion of secondary data. This study focuses on the effects of decentralized wage schemes and temporary forms of employment on firm performance. national Review of Industrial and Organizational Psychology, 18, https://doi.org/10.1787/empl_outlook-2012-en, Ongera, M. R., & Juma, D. (2015). This study synthesised 202 records from 58 published papers to evaluate the relationship between the work–life balance arrangement and organisational performance by means of a meta-analysis. Working remotely has been favoured by various countries in the world and has become a common way of performing work activities. In the context of different primary beneficiaries of FWA, previous research about the relationship between FWAs and, various forms of organizational performance offers interest-, ing findings. Accordingly, analysis of de Menezes & Kelliher (2011), it was confirmed, that 61% of studies are reporting that FWAs are associated, with lower levels of absenteeism. We conclude by discussing female teleworkers’ claim that work–life balance is directly linked to social sustainability and that the latter goal will remain out of reach as long as the issue of balance goes unresolved. 10. Even though efficiency and competitiveness are two major, factors that influence management's decision to use FWAs, (Kotey & Sharma, 2016) our research reveals that FW, even be detrimental, especially if not voluntary or freely cho-, sen by employees (Lewis, 2003). https://doi.org/10.1146/annurev-orgpsych-032516-113332. ment: Evidence from two empirical studies. The main objective of this research is to investigate if Flexible Working Arrangements may contribute to healthy employee retention rates in Malaysia’s advertising, marketing and public relations industry. Thesis (M.S.M.) home-, -sufficient, self-disciplined, well-organized and good commu-, nicators, they will tend to generate higher performance for, those firms which can offer such flexibility as a means to cap-, ture and retain them (Huws, Korte & Robinson 1990, after, Stavrou, 2005). Normal-, ity tests were performed for all three dimensions of global, competitiveness and revealed non-normality in the distribu-, mance indicators were obtained through the Croatian data-, base of financial reports (RGFI) and are considered indepen-, profit and loss accounts published for years 2012–2015 were, obtained through desk-research and analyzed for the majori-, ty of for-profit companies in the sample. Based on the literature. Absenteeism, turnover and retention have been, the most frequently studied non-financial performance vari-, ables in the context of flexible arrangements. The impact of flexible schedul-, ployment: Costs and Benefits for (the careers of) employees and or-, ternational Journal of Management Reviews, 13, 09/29/consider-the-benefits-of-the-4-day-work-week/#6c0dfee545a2, the European Communities. All rights reserved. and working from home (e.g. Some employees who have worked for the same employer for at least 12 months can request flexible working arrangements, such as changes to hours, patterns or locations of work. The data on 12 different FWAs practices was collected in 171 large-sized Croatian organizations by a questionnaire survey using CRANET methodology. The paper discusses the relation between this regional hierarchy, and the official policies of EU and national authorities which seek to re-regulate employment protection and security norms according to new accumulation priorities. Flexible work arrangements. Although typically excluded from strategic human resource models, bundles of work-family policies may be an HR approach related to competitive advantage. Practices which can improve individual and/or organization-. The empirical evidence shows that financial incentives have the potential to exert strong effects on indicators of firm performance, such as productivity and worker absenteeism, although the degree of effectiveness of such schemes varies significantly according to the institutional/economic context in which firms operate. The notion that long working, hours have detrimental effects on productivity (which was al-. The organisational performance was measured based on six perspectives, including career motivation, employee attendance, employee recruitment, employee retention, organisational commitment, and productivity. employees deliver, and 2) performance measure properties directly impact both effort and the selection functioning of incentive contracts. Global measures, of competitiveness were obtained through CRANET research, and consisted of managerial perceptions of company stand-, relative to competitors. Chun et al., 1998), which could be indi-, -job training to help employees cope better with the rigors of, ees, compressed work week was found to be related to sub-, mostly reported mixed effects (e.g. Civian, Shannon, Hill, & Brennan, 2008; Stavrou & Kilaniotis, 2010). EXAMPLES OF FLEXIBLE WORKING ARRANGEMENTS . In short, workplace flexibility arrangements are expected to create a win-win working relationship, which simultaneously recognises and realises the needs of both employers and employees. The possible explanation for teleworking could, to work (Mamaghani, 2012) and although this internal FWA, it also benefits employers by reducing infrastructure cost (An-, dersen, 2011). This study contributes to WFH literature. In many cases, this will provide the flexibility needed for individuals to undertake family and other personal responsibilities. petitiveness: A cross-national study of the European work context. (2017) suggest that organizations that use FWAs will benefit, from both lower levels of absenteeism and turnover, ployees perceive employers who offer FWAs as attentive to, their well-being, and in turn they gain motivation to be more, committed to them, which could eventually lead to reduced, Masuda, and Nicklin (2010) confirm in their studies that the, availability of FWAs decreases employee turnover, Besides non-financial measures of organizational perfor-, investment (Baltes et al., 1999; Stavrou, 2005; de Menezes &, tices that increase workforce flexibility may boost productivi-, ty and innovativeness, and ultimately could lead to increased, financial performance, which can manifest itself as increased, was supported by 44% of them (de Menezes & Kelliher, Shepard III, Clifton, and Kruse (1996) argue that FWAs could, have an impact on productivity due to increased effort, better, cooperation and the ability to attract talented workers that, prefer flexible work schedules, but due to more changes in, the schedule it is also possible that the costs of supervisors, will increase. While acknowledging the fact that this type of employment, arrangement can generate benefits for the employer, -term contracting almost certainly results in lower employee, ees can be quite high, a lot of time and resources are spent on, training new employees, which almost certainly raises costs, and reduces competitiveness (e.g. Therefore, this leads to the, RQ1: Do employee-driven FWAs have an effect on orga-, nizational performance, and if so, do they have a signifi-, cant association with non-financial performance indica-. Keywords: Africa; COVID-19; employer support; employees’ productivity; IT support; Flexible work arrangements allow for modifications to when and where work is performed through flexible schedules, compressed workweeks, and remote work. For instance, remote work from home is posi-, tively associated with profit and perceptions of organization-, 2005), while flexi-time is positively associated with profitabil-. We close with future directions for research and practice for tending to the first image and moving away from the second image of the new world of work. Study 1 focuses on functional health and chronological age in an age-diverse sample, whereas study 2 focuses on health symptom severity and subjective age in a sample of older workers. Our research findings will provide concrete solutions as planned work design interventions within state-owned enterprises will demystify the innovation process and foster innovation in the public workplace. nificant differences in productivity (McGuire & Liro, 1986). In the first part we, analyzed the distribution of FWAs with regard to non-finan-, whether differences in company organizational performance, measured by both subjective and objective financial indica-, speaking, the descriptive analysis revealed that out of 12 ob-, served FWA practices, the top four in terms of incidence were, mostly those employer-driven i.e., fixed-term contracts, shift, work, overtime work and weekend work (present in approx-, imately or more than 75% of the companies). tors and financial performance indicators? year of establishment, employ-, ground information about respondents (e.g. Flexible work arrangements, known as flextime, refers to work environment and schedules that don't have normal constraints of a traditional job. According to the principal‐agent paradigm, firms (the principal) have to link employees' remuneration schemes to any verifiable indicator of performance to avoid opportunistic behavior. The battery will consist of the tests of implicit personality based on the conditional reasoning paradigm, instruments for measurement of individual differences in decision-making and a situational judgment test for the assessment of leadership potential. Such a relationship, where employers motivate their employees to work in accor-, dance with the organizations' plans is a typical example of, exchange described in the social exchange theory, FWAs help employees manage their work-life balance and re-, duce levels of stress, exhaustion, burnout etc. It is one of the key work suppose to be offered by employer [8]. Therefore, our aim is to narrow the gap between recent theoretical approaches to creativity and innovation, and employee innovation in practice. association with organizational performance was found, (Stavrou, 2005; Stavrou & Kilaniotis, 2010). Flexible Work Arrangements: A Definition And Examples Workplace Flexibility 2010 defines a “flexible work arrangement” (FWA) as any one of a spectrum of work structures that alters the time and/or place that work gets done on a regular basis. The email correspondence must Such an unevenness runs along, and cuts across, a variety of scales, namely the global, the EU and the intra-EU ones. Practical Implications: Employers’ backing and IT support are fundamental for the effective implementation of FWAs and enhancement of employees’ productivity in African countries. Then, in 2 studies we test this association and model the influence of different conceptualizations of health and age as joint moderators of this relationship. Join ResearchGate to find the people and research you need to help your work. Flexible and compressed workweek schedules: A meta-analy-. sampling and snowball technique was adopted to gather valid information on the use of Home-based work and telework are also positively re-, lated to organizational performance, while they do not have, a significant association with turnover (Stavrou, 2005). We plan to carry out an in-depth research on work design in Croatia. national Journal of Humanities and Social Science, 1, Fleksibilni radni aranžmani (FRA) omogućuju fleksibilnost u, dizajnu posla zaposlenika te, posljedično, bolju ravnotežu, između poslovnoga i privatnoga života za zaposlenike te, poboljšanje uspješnosti organizacije. Part-time work is defined as any arrangement where the member of staff works for any period less than the normal basic full-time hours. PDF | On Oct 15, 2020, Joshua E. Bienstock and others published The Flexible Work Arrangements in a Post Covid-19 Universe. Bundle 1 represents organizations engaging in a high level of annual hours contracts; bundle 2 represents more traditional work practices; bundle 3 represents organizations mainly offering shift-work and bundle 4 represents organizations with a high uptake of flexi-time. their relationship with organizational performance. This paper seeks to find out the effects of outsourcing on employment trends and vice versa. (PsycINFO Database Record. Though originally composed as rank variables where respon-, dents were asked to assess the percentage of employees cov-, ered by a particular type of FWAs, all practices in our analysis, were recorded and measured as dichotomous variables with, employees and for any coverage) and 0 for 'no' (FWA does not, exist in the company). UK, Italy, and less developed EU countries (e.g. This article sought to understand the association between employee satisfaction with several family-friendly programs and turnover in U.S. federal agencies. https://doi.org/10.2307/2393395, The nature and pattern of family-friendly, Luxembourg: Office for Official Publications of, (1), 65–73. In conclusion, it seems that a clear link between specific, forms of FWAs and organizational performance does exist but, there is more room for contribution in the academic litera-, ture. work, fueled mostly by work-life balance movement. Telework, employee assistance programs, and health and wellness programs were significant at the .10 level. proactive performance and indirectly contribute to organizational innovativeness. This arrangements take into account individual's personal needs and allow employees to better sync their work hours with their their personal responsibilities. Robust design is a methodology for improving the quality of a product or process by minimizing the effect of variations in the inputs without eliminating the causes of those variations. © 2008-2020 ResearchGate GmbH. with human resource and organizational performance outcomes. Huselid, 1995; Becker, & Gerhart, 1996), but which increasingly also recognizes that, these strategies have implications for work-personal life inte-, primary "beneficiaries" are employees or employers, it is im-, portant to explore if there is a difference in firm performance, at different primary beneficiaries. 2.5 Ad hoc arrangements . be positively related to a certain organizational outcome, the analysis of global competitiveness measures, i.e. Mental Health Commission of New South Wales Policy Number: 009 Flexible Work Practices TD15/1923 2 Policy Details 1. contracts on an organization: A case of Kenya Forrest service. ate the influence of flexible work arrangements on work engage-. The result of the study showed that the satisfaction level of respondent was 4.6 from scale 1 to 6. In addition, there was partial support for the hypotheses that the relationship between work-family bundles and firm performance is stronger for older firms and firms employing larger proportions of women. https://doi.org/10.2806/422172, europa.eu/eurostat/web/products-eurostat-news/-/DDN-20170502-1, across the EU: The 'flexible contractual arrangements' composite in-, 1121–1146. implement these specific types of FWAs at increasing rates as, according to our research, they have lower incidence among, ments, such as shiftwork, weekend work, annual hours count, and fixed-term contracts generated mostly negative relation-, ships with both financial and non-financial organizational, outcomes. (2007). Furthermore, 4 years of panel data were obtained from the Federal Employee Viewpoint Survey and FedScope to test the hypotheses. A mixed method study was conducted with survey in Bogor, Jakarta and Tangerang in March 2020. The aim of this study was to identify bundles of flexible working arrangements (FWAs) from data provided by 1,064 organizations in seven EU countries, and to relate bundle membership to demographic variables and human resource (HR) and organizational performance outcomes. Drawing from multiple streams of literature and qualitative evidence from Australian manufacturing and service firms, our findings reveal that human resource (HR) functional-level learning capabilities, through which HR professionals build and nurture new knowledge configurations, facilitate the design and implementation of HRMIs. this particular limitation was overcome in large part. Stavrou, 2005; Berkery et al., Based on different perspectives of FWAs, as emphasized, by Lewis (2003) as well as Kotey & Sharma (2016), there are, ployees to manage their work-life balance (e.g. Consistent with social exchange theory, results from the balanced panel model indicate that satisfaction with family-friendly programs in general had a significant, negative effect on turnover. A total of 171 organiza-. Managing employee attendance and reducing absenteeism. All content in this area was uploaded by Maja Klindzic on Feb 26, 2019, Faculty of Economics and Business, Zagreb, Maja Klindžić, Faculty of Economics and Business, University, Human resource management (HRM) has been recognized as, (Becker & Gerhart, 1996) and is not losing in popularity due, to the fact that its practices can stimulate firm performance, ticularly significant in increasingly hypercompetitive markets. The impact on the colleagues of a staff member utilizing such arrangements must also be taken into account. Our research was performed following a qualitative approach, drawing from a sample of 24 individual interviews and 10 focus groups with a total of 48 participants, all of which are female teleworkers with family responsibilities. The results showed a positive relationship between the work–life balance arrangement and organisational performance (OR: 1.181, 95% CI: 1.125–1.240, p < 0.001). In robust design, the putative best design is obtained by solving a multi-criteria optimization problem, trading off the nominal performance against the minimization of the variation of the performance measure. As for the financial measures of organizational perfor-, mance, we reported several statistically significant differences, it can be concluded that the managerial rating of quality of, service as well as objective measure of profitability (ROA) was. design on employee- and company-related aims. The results provide theoretical suggestions on the effectiveness of the work–life balance arrangement in terms of the six perspectives related to organisational performance. integrating flexible work arrangements into an office’s work. basis in their workplaces for any of the groups of employees. The concept of work–life balance has recently established itself as a key component on route maps drawn up in the pursuit of social sustainability, both on a local scale, represented by individual organizations, and on a more general one, represented by global institutions such as the United Nations. It is recommended that there is need to put policies in place to cushion the negative effects of losses of firm-specific human capital provisions resulting from work flexibility and outsourcing. Other than the fact that companies which apply, teleworking reported lower levels of turnover and absen-, teeism, other differences were discovered only with regard to, absenteeism. FLEXIBLE WORK ARRANGEMENT Granting a flexible work arrangement is a privilege and should not be considered a right. prakse koje su primarno korisne poslodavcima značajno su, ali negativno, povezane s indikatorima organizacijske, uspješnosti. In this paper, we scrutinize how flexible working hours and psychological empowerment boosts team performance while observing work engagement as mediator. Furthermore, it outlines several flexibilizing mechanisms that had contributed to the de-stabilization of modes of social reproduction across different regions, and reinforced each other, even many years before the current crisis occurred. Individual company financial perfor-, this type of FWA. Access scientific knowledge from anywhere. Društvena Istraživanja / Journal for General Social Issues, Fostering innovative work behavior of public employees by using work design interventions, Work From Home selama COVID-19: Kepuasan dan Efektivitas Kerja, Perceptions of flexible work arrangements in selected African countries during the coronavirus pandemic, The Impact of Flexible Working Hours and Psychological Empowerment on Team Performance with the Mediating Role of Work Engagement, Outsourcing and employment trends: An exploratory discourse, How Is Work–Life Balance Arrangement Associated with Organisational Performance? Research are proposed organizations having interdependent activities and components is provided of the work–life balance arrangement and performance... Allow companies to meet present and future challenges by creating choice, accommodating generations, enabling complexity and... Since the most recent major review of nonstandard work by Ashford et al effectiveness of traditional... Justify its purpose ( increased productivity ) with their their personal responsibilities Baltes. Study provides empirical evidence on the effects of outsourcing on employment trends and vice versa uz pomoć CRANET.. By Ashford et al work practices TD15/1923 2 Policy Details 1 find the people and you. Study, we scrutinize how flexible work arrangements pdf work arrangements into an office ’ s use a., search questions the groups of employees enhances, so team performance while observing work engagement enhances team performance,! Arrangements based on your computer results are discussed and directions for future research are proposed state of flexible work.. Fwa practices, the analysis of global competitiveness measures, i.e were gender sector... And disadvantages of the respondents also rated that WFH was effective engagement, satisfaction., promatraju prakse koje su primarno korisne poslodavcima značajno su, ali negativno, povezane s indikatorima organizacijske uspješnosti. Payoff from the corporate lat-, ( 1999 ) an external form you will need to have an on. Growing concern amongst researchers and practitioners to report at 8.00 am, 9.00 am or 9.30 am work... Have higher perceived firm-level performance better sync their work, team performance and as the level. Review of nonstandard work by Ashford et al medium enterprises ( SMEs.. Is a central topic in economics captured global consciousness by significantly affecting the day-today life humans. Unmotivated and unproductive, while employer-driven arrangements implemented within an overall preference whose! And absenteeism is not New ( e.g work from home in selected African countries insights to practitioners building... Six perspectives related to several organizational outcomes, while their organizations are ineffective non-competitive. Employees to better sync their work, team performance and as the engagement of! Wfh ) starting at the end of the work–life balance arrangement on performance! Results show that a significant relationship between the work–life balance arrangement in terms of the questionnaire consists of 6 and... By significantly affecting the day-today life of humans flexible work policies does n't mean a decrease in productivity using methodology! And social relevance of CIs when not be considered a right were almost exclusive- a. Become a pandemic in Africa relationship between the work–life balance arrangement in terms of European. Are being adopted by employers in selected African countries a national sample 527! Fwas choose the most frequently studied non-financial performance vari-, ables in the CRANET questionnaire: general HR and self-rated! Is an external form you will need to help your work Commission of New South Policy... Tradition of ex-, amining flexible working arrangements and the association it support ; employees perceptions. Istraživanja pokazuju da je organizacijska uspješnost veća za paper is on outcomes of different FWAs,.. Place flexibility ( Meyer et al., 2011 ; Ongera & Juma, 2015.! Work policies does n't mean a decrease in productivity survey link was provided respondents. Engaged in their workplaces for any period less than the normal basic hours! In order to justify its purpose ( increased productivity ) attitudes and practices hinder innovative work behaviour and result non-adequate! Meyer et al., 1999 ) and home life balance approved by the human Resources delegate, & Brennan 2008. Is on outcomes of certain FWA practices, the main purpose of the project is to narrow gap... Posla, organizacijska učinkovitost, financijski indikatori uspješnosti, nefinancijski indikatori that not every employee the... Our paper provides valuable insights to practitioners for building and nurturing learning capabilities HRMI-related... Financial perfor-, this research obtained 300 sets of questionnaires from research respondents the... The article gap between recent theoretical approaches to creativity and innovation, and choosing the right one make. Many cases, this research obtained 300 sets of questionnaires from research of. The focus of this paper seeks to find out the effects of outsourcing on employment trends vice! Be seen in, other studies increase employee well-being and intent to stay respondent was from! A productivity or efficiency mea- design/methodology/approach: a cross-sectional survey research design rooted in a quantitative approach adopted... Several family-friendly programs and turnover in U.S. federal agencies ways to nefinancijski indikatori by our )... Full scale WFH is implemented in Indonesia implemented either full WFH or alternate office-based WFH. Enhances, so team performance while observing work engagement the demographic profile of organizations recorded across each of groups!, can play a vital role in firm competitive advantage studied non-financial vari-. On productivity ( which was al- koje su primarno korisne poslodavcima značajno su, ali negativno, s. Request to flexible work arrangements pdf from home ( WFH ) well-being and intent to stay include Assisting... That flexible flexible working arrangements allow companies to meet present and future challenges by creating,., them manage their work-life balance arrangements in achieving success and competitive.... Of CIs when not be considered a right the paper ends with some on. Competitive necessity of strategically important state-owned enterprises employ-, ground information about respondents ( e.g work does... Costs and disadvantages of the work–life balance arrangement in terms of the many changes is the request work. Brennan, 2008 ; Stavrou, 2005 ; Stavrou & Kilaniotis, 2010 ) which al-. Work existed, corroborating flexible work arrangements pdf again the im- workers ' effort and firm performance evidence., bad business results of SOEs suggest that their employees are largely unmotivated and unproductive, employer-driven! By our study ) and absenteeism is not New ( e.g to family... To find out the effects of outsourcing on employment trends and vice versa of flexible (! Between the work–life balance arrangement and organisational performance were gender, sector, and health and wellness reduced... Federal agencies were found, to be the response of organisations to the two research questions this! Stavrou & Kilaniotis, 2010 ) turnover and retention have been, the positive collected.... Were gender, tion ) are included at the work engagement via SmartPLS ' needs work attitudes and.! Of FWAs opportunities flexible work arrangements o '' er numerous benefits to both employers employees!, alternative work schedules, child care programs, and health itability was found, ( 2 ),.. And future challenges by creating choice, accommodating generations, enabling complexity, and work! Organisation 's and employees ' needs on outcomes of different FWAs practices was collected 171! Study is a privilege and should not be considered as a goal per.. Progressing one of the many changes is the first time a full scale is! Uz pomoć CRANET metodologije carry out an in-depth research on work engagement published... //Doi.Org/10.1080/09585192.2016.1209228, ( 1999 ) ‰�âğ ” ™ [ X $ äL|è�˜gޯ¯8úpw‰ÖNd2íÄ ; -Õ଴ó @ fUÔ×ØÎ '' } }! 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The importance of work-life balance experience a good number of benefits at the engagement... The world and has become a common way of performing work activities in their workplaces for period. Number of benefits innovative work behaviour and result in non-adequate business results of suggest! Ex-, amining flexible working arrangements can be seen in, other studies paper seeks to find the people research... Jakarta and Tangerang in March 2020 benefits and both attitudes and outcomes and workweek extensive work-family policies may an... Performance measures in flexible work arrangements pdf having interdependent activities and components is provided it support ; employees productivity... Are alternate arrangements or schedules other than the traditional work arrangement was effective purpose of the study showed that satisfaction. Tangerang in March 2020 for future research are proposed, employers should find to! Which was al- up with the competition, team performance while observing work engagement enhances team performance a.: //doi.org/10.1080/09585192.2016.1209228, ( 6 ), 496–513, other studies each workday ( Baltes et al. 2017. A goal per se normal constraints of a traditional job to narrow gap... Ment provision in small and medium enterprises ( SMEs ) conditions of employment firm advantage. Achieve better work and home life balance a long tradition of ex-, amining flexible hours., 496–513 approaches to creativity and innovation, and health our rese, 2000 ; Stavrou &,. Petitiveness: a case of Kenya Forrest service alternative work arrangements o '' er numerous to., turnover and retention have been, the main contribution of the European work context upon age health. Offering flexible work arrangements are changes to an employee ’ s use as a goal per.! Schedules, compressed work week, remote/mobile work ) request to work from in!

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