Assessing the impact of flexitime on productivity

Welch, Joe L.; Cordon, David

doi:10.1016/0007-6813(80)90052-x

Cited by 9 publications

(4 citation statements)

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“…The results suggest that flexitime could be used as a strategy in attracting prospective employees, but this would not be effective in retaining employees. Though Welch and Gordon (1980) found that flexitime led an employee to stay with an employer for longer, this study does not support it. As…”

Section: Flexitime As a Strategy To Attract And Retain Employeescontrasting

confidence: 92%

Towards workplace flexibility: flexitime arrangements in Sri Lanka

Wickramasinghe

Jayabandu²

2007

Employee Relations

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Purpose -The purpose of the paper is to present and discuss the findings of a study on flexitime as a novel people management practice emerging in Sri Lanka. Specifically, the paper presents and discusses factors that predict the level of satisfaction with flexitime, differences in attitudes towards flexitime, the effectiveness of flexitime as a strategy to attract and retain employees, and barriers that hinder its use. Design/methodology/approach -A total of 108 employees involved in producing IT-related output as their primary job function, from 30 software development companies, responded to the self-administered survey questionnaire. In analysis, univariate, bivariate and multivariate techniques were adopted. Findings -Flexitime allowed autonomy to employees to harmonize work and non-work demands on their time, resulting in better workplace relations. Overall, the findings support a non-traditional approach to people management. However, the findings also have important implications for the design or modification of flexitime arrangements. Originality/value -The majority of flexitime research is criticized for its theoretical nature, a failure to include statistical treatment of the data, and failure to pay specific attention to managerial and professional employees. Further, there is a marked absence of research-led literature in developing countries to clarify the way in which non-traditional people management practices work in different contexts. Specifically, no such studies have been conducted in the context of Sri Lanka.

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Section: Flexitime As a Strategy To Attract And Retain Employeescontrasting

confidence: 92%

Towards workplace flexibility: flexitime arrangements in Sri Lanka

Wickramasinghe

Jayabandu²

2007

Employee Relations

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“…There are a variety of reasons-at least some of which may be addressed by flexible scheduling-why employees cannot, despite their best intentions, attend. Welch and Gordon (1980) found that employees operating under a flexible-scheduling program attributed the reason for the improved attendance to the program itself. More specifically, they suggested that the decline in absenteeism was due to the elimination of the reason for much of the absenteeismthey were now more able to attend to their personal business.…”

Section: Y3iasq June 1990mentioning

confidence: 97%

The Impact of Flexible Scheduling on Employee Attendance and Turnover

Dalton¹,

Mesch²

1990

Administrative Science Quarterly

174

126

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“…Orpen (1981) and Kim and Campagna (1981) described field experiments showing negligible performance effects attributable to a flexible work schedule. Walch and Gordon (1980) reported a significant increase in annualized productivity following the introduction of a flextime program for claims personnel in an insurance company. Similarly, performance increases were reported by Craddock, Lewis, and Rose (198 l), Golembiewski and Hilles (1977), Gomez-Mejia, Hopp, and Sommerstad (1978), and Morgan (1977).…”

Section: Organizational Effectivenessmentioning

confidence: 99%

Alternative Work Schedules: Two Field Quasi‐experiments

Dunham

Pierce

Castañeda

1987

Personnel Psychology

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In the first (N = 140) of two quasi-experimental field studies, trial group employees were changed from a 5/40 to a 4/40 work schedule for four months then returned to a 5/40 schedule. In a second study (N = 102), trial group employees were changed from 5/40 to flextime. Reactions were evaluated using a model for understanding the impact of work schedules. The effects of schedule changes matched those anticipated by pre-intervention surveys of employees. Factors related to organizational effectiveness were enhanced where specific organizational needs were met. Interference with personal activities was reduced where employees had experienced specific difficulties. The most powerful effect, however, was on worker attitudes toward specific work schedules. In addition, a mild positive (perhaps Hawthorne) effect was evident for a wide range of general worker reactions. The authors would like to thank Joel R. Levin of the University of Wisconsin-Madison for his very helpful input regarding the design of the statistical analysis reported in this paper. COPYRIGHT 0 1987 PERSONNEL PSYCHOLOGY, INC. 215 2. Does the introduction of an alternative work schedule (4/40 or flextime) influence the extent to which work interferes with the following personal activities of workers: (a) interactions with family and friends; (b) access to services, events, and consumables; and (c) the conduct of financial activities? It is predicted that movement from 5/40 to 4/40 or from 5/40 to flextime RANDALL B. DUNHAM ET AL. 217 INTERFERENCE WITH PERSONAL ACTIVITIES EMPLOYEE NEEDS AND PREFERENCES t GENERAL REACTIONS W SPECIFIC WORK SCHEDULE ATTITUDES EFFECTIVENESS / NEEDS AND --T ENVIRONMENT Figure 1: The Impact of Work Schedule Characteristicswill cause interference to decrease, while movement from 4/40 to 5/40 will cause interference to increase.'3. Does the introduction of an alternative work schedule (4/40 or flextime) influence worker satisfaction with the work schedule? It is predicted that movement from 5/40 to 4/40 or from 5/40 to flextime will cause satisfaction with the work schedule to increase, while movement from 4/40 to 5/40 will cause satisfaction to decrease. 4.Does the introduction of an alternative work schedule (4/40 or flextime) influence general worker reactions (e.g., overall satisfaction, job involvement, motivation, and stress reactions)? It is predicted that movement from 5/40 to 4/40 or from 5/40 to flextime will cause overall satisfaction, job involvement, and motivation to rise slightly and stress reactions to decrease slightly.'This prediction is quite straightforward for the flextime schedule if we assume that schedule will allow individual workers to alter their schedules to reduce interference. A 4/40 schedule could, however, produce mixed results. The extra day off should reduce some interference on a weekly basis, but the two extra hours of work per day could increase interference during these days.

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Assessing the impact of flexitime on productivity

Cited by 9 publications

References 0 publications

Towards workplace flexibility: flexitime arrangements in Sri Lanka

Towards workplace flexibility: flexitime arrangements in Sri Lanka

The Impact of Flexible Scheduling on Employee Attendance and Turnover

Alternative Work Schedules: Two Field Quasi‐experiments

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