Executive‐level support for flexible work arrangements in a large insurance organization

Abstract

Strategic workforce initiatives, such as flexible work arrangements (FWAs) are established at the executive level, yet executive support for FWAs has been given scant attention. This study applies Bowen and Ostroff's human resource (HR) process dimensions of distinctiveness, consistency, and consensus to explore how executives in a large Australian insurance company signal support for the implementation of flexible work policy to subordinate supervisors. The findings show that executives signal their support through explicit statements encouraging use of FWAs, through reporting, and by their own use of FWAs. Importantly, the findings also show that the strategic context influence how executives interpret and implement HR policy, in this case with an emphasis on profitability and risk aversion. This study contributes to knowledge about HR policy implementation and the role of executives in shaping a work environment supportive of FWAs.Keywords: executive, flexible work arrangements, human resource policy, strategic HRM, supervisor support Key points 1 A critical dimension of support for flexible work arrangements (FWAs) is for executives to send signals encouraging take-up. 2 Executives need to model the use of FWAs and monitor and explicitly encourage subordinate use. 3 Where policy is ambiguous, executives develop informal practices consistent with priorities in the business context. 4 To address policy-practice gaps in FWAs, human resource managers should work with executives to communicate policy intent.

Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect

“…One of the most significant transformations in the field of human resource management (HRM) over the past few decades has been the increasing responsibility that line managers now have in making human resource (HR) decisions (Brewster, Brookes, & Gollan, ; Purcell & Hutchinson, ). Indeed, how line managers interpret HR policies and enact decisions is seen as a critical factor explaining why the results of HR strategies are often variable (Bowen & Ostroff, ; Clarke, ; P. Williams, McDonald, & Cathcart, ). Yet employees can also play an active role in influencing key decisions in which they perceive they have a greater personal stake.…”

Effectiveness of gender equality initiatives in project-based organizations in Australia

“…In addition, the receivers of the signal may also value gender-based HR initiatives less than work–life initiatives. This is because female job applicants may expect a company to have a standard set of HR initiatives and therefore may perceive them to be in place to simply comply with legislation (Konrad and Linnehan, 1995; Williams et al, 2016). French and Strachan (2009) also note that HR initiatives are harder to implement in comparison to work–life initiatives.…”

“…In addition, the study could not control for the effects of other demographic forms of diversity, such as ethnicity and age, that may interact with gender equality initiatives to impact women's representation. Furthermore, we did not test how well the work-life and gender-based HR initiatives were implemented-an area still largely unexplored (Williams et al, 2016). The implementation of such initiatives may strengthen or weaken the signaling impact, influencing the effectiveness of the gender equality-women's representation relationship (Ryan and Kossek, 2008).…”

Flexible Work Arrangements: A Human Resource Development Tool to Reduce Turnover

“…People who make daily transitions between the two domains are referred to as border crossers. This porous relationship between the two is in need of self-management and managerial oversight (Piszczek & Berg, 2020; Torraco & Lundgren, 2020; Williams et al, 2017).…”

“…People who make daily transitions between the two domains are referred to as border crossers. This porous relationship between the two is in need of self-management and managerial oversight (Piszczek & Berg, 2020;Torraco & Lundgren, 2020;Williams et al, 2017). Sieber (1974) introduced the theory of role accumulation, referring to the additive or beneficial effects achieved from participation in multiple work and family roles.…”