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Flexible Working Arrangment
To best understand the concept of flexible working arrangement in the perspective of business and companies, there is a need understand the term “flexibility”. First, flexibility refers to the intentional rescheduling of working hours in such a manner that flexes the breaks and shift hours. The second definition of flexibility refers to the number and amount of hours spent working, which may refer to part-time working or creation of job shares. The third definition may refer to the place of work a worker chooses to work from. Therefore, the term “Flexibility Working Arrangement” may refer to either the three ideas of offering flexibility to workers (Nelson 2012, 127-128). Nonetheless, when a company or organization decides to offer a flexibility package to its employees, it intends to give the opportune to operate under an unregulated system. The success of this system depends on a number of factors that the human resources team needs to address. The flexibility of a working system and the success of such a system depend on the understanding and adoption of the company’s vision by the employees being offered such an opportunity.
The goodness or badness of any system set in place, especially by a profit-making business, should and must be perceived from a productive point of view. The sole purpose of setting up a business is to make a profit (Nelson 2012, 127-128). Hence, systems are set up around the idea of improving and maximizing on the available resources to make the greatest profit. The dynamic nature of an organization requires the human resource department to utilize the resource of labor in the most economical manner. The backbone structure of the flexibility program is designed to act and advantage an organization in a similar manner as outsourcing service. The company is meant to spend little on maintaining the workers while at the same time report improved results in workers production. Therefore, the success and goodness of a flexibility program depends on the sole ability to impact positively in production. Nonetheless, such a program confers numerous advantages to an organization if well aligned to the goal and vision of the company; however, it can disadvantage an organization if otherwise instituted.
A working agreement allows the employees of an organization to work away from the expected requirement of working regulations. Majority of flexible working arrangement allows workers to work away from work. Indeed, this is mode of flexibility gives the workers an unrestricted opportunity to work at the convenience of their home. The other form of flexibility functions on the notion of allowing employees to work on moderated shifts. The shifts are designed to allow employees to chose those hours that are favorable to them. The third concept is designed to function on the amount of hours they work. This allows employees to wok short shifts cycled that are arranged to suit the employees to work on a target-based routine (Newport 2016, 74). Undoubtedly, flexibility functions by entrusting the employees and believing that they have enough zeal, motivation, passion and vision to work productively as expected by the organization. No doubt, most of flexibility programs are successful; however, some do end up unsuccessfully.
The advantages of a flexible working arrangement include:
Flexibility of a working system confers employees the opportunity to organize their life in such a manner that allows them to be able to fulfill their personal and family obligations. The convenience of these flexibility options also allows employees to advance their career as they can be able to attend classes at their convenience. Dow (2012, 73) maintains that work scheduling hinder many employees from addressing personal growth and development as they are caught in the between working and family. However, he asserts that a flexible working system frees them to pursue their personal goals while at the same time spend more time with their family. Marciano (2010, 283) claims that this, if well instituted, adds value not only to the employee but also to the organization as that employee is able to offer the organization more in terms of service and ideas.
2. Save cost
To an organization, time is equaled to money. Therefore, it is important to maximize on time as a way of ensuring that the value of employees is realized by the time resource they offer the company. More so, most organization pays their employees on commuting allowance, a cost that cuts on the profitability of the company. Home working saves the organization time and money resource as employees are able to work as per set target that is measured by the company. It also saves on the time that the employees take to commute to work and it is translated to real value. Davis (2006, 27) asserts that home working works advantageously to both the organization and the employees, thus advantageously working for both the employees and the employer.
3. Commitment and loyalty
Employees who have been allowed to work on a flexible schedule feel trusted and are going to feel indebted to the company. This will act as a source of motivation for them to work hard in order not to fail or misuse the trust placed upon them. Employees will be more commitment as they perceive it to be a privilege that allows them to spent time with their family and work in their own convenience. Employees are able to choose their most convenient working hours when they are likely to be more productive. Cantrell and Smith (2010, 111) maintains most people function better at different times of the day and thus a flexible regimen allows maximum productivity.
The advantages of a flexible working regimen accord an organization the freedom to work in a diverse yet comprehensive manner. However, there are disadvantages to this system of working and to both the employee and the organization
The distractions of a home are numerous especially to a person with children and living with relatives. The distraction does not end even when children and relatives are away as ones home has a lot of distractions. These distractions wear out a person and reduce their production potential. More so, employees on a flexible working plan may fail to delineate between working and home hours, thus failing to meet the set target or handing poorly done work. Graham (2013, 28-30) argues that even when employees are accorded rescheduled shift hours, the level of lateness and unreached target is high. Therefore a scheduled working schedule to function successfully, there is a need to have dedicated employees and to have strict requirements and guidelines guiding them.
In any organization, there is a need for workers to meet and brainstorm on different issues and to also find solutions to arising concerns. In a flexible working schedule, most of the employees are usually away from the organization and the time they spend in the organization is limited to handing in reports and reporting as expected. In contrast, in scheduled working system, employees meet every morning and brainstorm on arising issues that help the company make strides that help the company to grow. Companies that practice the flexible schedule system do not get to enjoy the option of brainstorming and problem solving is left only to a small team or even to one person. Blades and Fondas (2014, 64-72) states that despite its obvious advantages, regular working schedule confers more advantages in terms of growth and development of a company due to the time spent brainstorming and sharing ideas.
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