Flexibility models: a critical analysis

Abstract

Mass production structures have been criticised as being too rigid to respond to increased global competition and to increasingly sophisticated consumers demanding differentiated products. Additionally, the job designs associated with mass production have been criticised for: deskilling workers leading to high worker dissatisfaction; rendering workers unable to make decisions about how they perform their jobs; and for creating a workforce that is not able to respond to the requirements associated with the demands of new work practices. Thus calls for increased flexibility at the organisation level have been made by employer and employee groups. Flexibility promises to provide the competitive edge needed in an increasingly global market; and employees with increased participation, more interesting jobs, stable employment, and better wages and work conditions. However, there still appear to be many unresolved issues relating to the flexibility debate.

Interim management utilisation, firm flexibility and its impact on firm performance

“…In contrast, the two more peripheral groups have a looser bond with companies and are characterised by lower job security and lower wages (Dyer, 1998). The first peripheral group also consists of full-time employees -but in contrast to the core workforce -they are not expected to develop their skills in order to move horizontally or vertically within firms (Atkinson, 1984).…”

What is happening to flexible workers in the supply chain partnerships between hotel housekeeping departments and their partner employment agencies?

“…As a result, Smith (1991) talks about flexibility involving intensifying the control of capital over labour by using new management techniques rather than as a new re-organisation of work (see Dyer, 1998). Although most organisations may be vulnerable to fluctuations in demand, in practice the risk for the hotel industry appears to be very high.…”

Acquiring market flexibility via niche portfolios

“…Niche marketing allows them to concentrate these resources on a small market to achieve critical mass in their offer development, delivery and communications activities. Any diversion of resource to strategic flexibility planning therefore has the potential to dilute and disrupt the effort of the company to the point where they fall below this critical mass and therefore become vulnerable to established mainstream players or new niche entrants (Dyer, 1998).…”