TITLE

Customer needs must come before flexible working

AUTHOR(S)
Perkins, Colin
PUB. DATE
November 2008
SOURCE
People Management;11/13/2008, Vol. 14 Issue 23, p16
SOURCE TYPE
Periodical
DOC. TYPE
Article
ABSTRACT
The author discusses the value of flexible working. According to the author, the value of flexible working in all its forms is well established and is a major contributor to business effectiveness. However, he observes that there are many occasions when it seems that the British government and the human resource (HR) field have lost sight of the core criterion that should be applied. He adds that flexible working is particularly an issue for smaller companies.
ACCESSION #
35654293

 

Related Articles

  • Small firms embrace flexible working.  // Management Services;Nov2004, Vol. 48 Issue 11, p4 

    This article focuses on a report on British small businesses offering flexible working arrangements for employees, released by the Small Enterprise Research Team at the Open University, and sponsored by Lloyds TSB Business in 2004. The report shows that 85 percent of small firms believe there...

  • Stop the recruitment rot – why teleworking can help small business recruit and retain staff.  // Management Services;Feb2003, Vol. 47 Issue 2, p6 

    According to research by British-based recruitment consultants Reed, half of all small businesses in Great Britain are struggling to recruit suitable staff. The situation will likely get worse with skills shortages, recruitment problems and staff retention moving to the top of the agenda for...

  • Flexible working requests. Stanton, Justin // Contract Journal;7/18/2007, Vol. 439 Issue 6634, p28 

    The article presents a guide to dealing with flexible working requests in Great Britain. The right to request flexible working only applies for children under the age of six, or 18 if a disability living allowance is payable for the child. Eligible employees may only request changes in the...

  • SOMEONE TO WATCH OVER ME. Clake, Rebecca // People Management;9/29/2005, Vol. 11 Issue 19, p42 

    The article explores how line managers in Scotland can be encouraged to embrace flexible working arrangements. It cites the result of a CIPD research on the link between people management and performance, which highlighted the role of line managers in implementing human resource policies. It...

  • SMEs vow to fight for flexible working hours. Bradley, Anusha // Supply Management;6/23/2005, Vol. 10 Issue 13, p13 

    Reports on the plan of British small and medium-sized businesses to maintain pressure on the government to ensure staff retain the option to work flexible hours. Return of the issue to parliament; Attempt made by the British government to keep its opt-out from the European Union Working Time...

  • TAKE 5.  // New Hampshire Business Review;8/7/2015, Vol. 37 Issue 17, p5 

    The article presents the results of business surveys in the U.S. as of 2015 including the outdated concept of employees working nine to five, the recognition of midsize organizations as the ideal work environment, and the management of employees in a corporate environmental in the next five years.

  • barometer result.  // Personnel Today;10/16/2007, p2 

    The article presents the result of a public poll regarding flexible working options in organization. Thirty percent of the respondents said there was flexible working options in their organization. While Seventy percent respondents said that did not had flexible working option.

  • The Effect of Alternative Work Schedules on Employee Performance. Hau-siu Chow, Irene; Chew Keng-Howe, Irene // International Journal of Employment Studies;Apr2006, Vol. 14 Issue 1, p105 

    This study applies the theory of work adjustment (see Pierce and Newstrom, 1980) as a theoretical foundation to explain why Flexible Working Hours (FWH) makes a difference in work-related outcomes as measured by productivity, employee attitudes and behaviours. Studies from Western countries have...

  • Creating Flexible Work Arrangements Through Idiosyncratic Deals. Hornung, Severin; Rousseau, Denise M.; Glaser, Jürgen // Journal of Applied Psychology;May2008, Vol. 93 Issue 3, p655 

    A survey of 887 employees in a German government agency assessed the antecedents and consequences of idiosyncratic arrangements individual workers negotiated with their supervisors. Work arrangements promoting the individualization of employment conditions, such as part-time work and...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sign out of this library

Other Topics