Flexible Work Arrangements from Generation and Gender Perspectives: Evidence from Lithuania

Čiarnienė, Ramunė; Vienažindienė, Milita

doi:10.5755/j01.ee.29.1.19247

Cited by 18 publications

(12 citation statements)

References 24 publications

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“…Today's workforce actively seeks out the opportunity to work more flexibly and the provision and the usage of FWAs are increasing rapidly (Regus, 2017). Flexible work arrangements can be defined as formal or informal arrangements, which allow employees some flexibility and choice to control and readjust their working hours and/or spatial location of work (Campbell, 2015;Ciarniene & Vienazindiene, 2018).…”

Section: Literature Review the Rise And Prevalence Of Flexible Work Arrangementsmentioning

confidence: 99%

To flex or not to flex? Flexible work arrangements amongst software developers in an emerging economy

Conradie

Klerk

2019

SA Journal of Human Resource Management

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Orientation: Professional workers increasingly have the ability to do their work outside normal working hours, while being away from the workplace or from the comfort of their homes. Advancements in technology have made flexible work arrangements (FWAs) much easier and viable for corporates to consider. Research purpose:Although research mostly confirms the benefits of FWAs, research on the outcomes of FWAs is somewhat inconclusive and sometimes contradicting, both within and across developed and emerging economies.Motivation for the study: It is important to advance our understanding of the use of FWAs and their outcomes so that organisations in emerging economies have a valid basis for considering the implementation of FWAs.Research approach/design and method: This study applied survey-based research to investigate the use and outcome of two of the most common FWAs -flexible working-time hours and telecommuting -amongst software developers in an emerging economy. Main findings:The results indicate that employers in South African software development sector have largely adopted FWAs, and that developers use flexible working arrangements and perceive them to be beneficial for themselves and their organisations. The study results confirm that FWAs do not correlate with fewer working hours but do correlate with increased levels of both engagement and performance.Practical/managerial implications: The findings are important in the light of critical shortage of and the resulting high pressure on software developers. Employers in emerging economies such as South Africa could seriously consider implementing FWAs, can probably do so with confidence and are likely to receive support from their staff. Contribution/value-add:The findings of this study are significant because they confirm that the workplace flexibility provided by FWA is effective, also in a developing economy such as South Africa.

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Section: Literature Review the Rise And Prevalence Of Flexible Work Arrangementsmentioning

confidence: 99%

To flex or not to flex? Flexible work arrangements amongst software developers in an emerging economy

Conradie

Klerk

2019

SA Journal of Human Resource Management

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“…Organizations have also promoted an evolution of the balance between professional life and personal life toward an integration of these two domains, because the generations in the current labour market demanded so (Ciarniene & Vienazindiene, 2018;Sanchez-Hernandez et al, 2019). It is necessary to consider the differences between these, as each of these generations express different values and needs in the same challenging and mutable world.…”

Section: Discussionmentioning

confidence: 99%

Role salience and satisfaction in working adults: a contribution to the individuals’ well-being

Lima¹,

Gaspar²

2021

REOP

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A study about role salience in the counselling and career management context with an adult sample revealed the tendency for the individuals to place more importance in other roles beyond those they tend to spend more time and energy with: work and family. The aim of this research is to present more results that confirm this trend, in different organizational contexts, and also the satisfaction with the occupational, family and leisure life roles. The study samples included working adults, ranging from 60 to 116 participants, and the instruments used were the Salience Inventory and the Life Roles Satisfaction Scale. The results corroborate the referred trend and reveal higher levels of satisfaction with other activities than with the occupational one, and correlations between role salience and satisfaction with the life roles. Therefore, it should be considered strategic by the organizations to implement policies aiming to facilitate the balance between the different roles played by their employees. Noteworthy are the interventions in counselling and career management and the increasingly frequent use of remote work. Some considerations are made on the importance of helping individuals to deal with their levels of satisfaction and well-being in the current competitive, unpredictable and unknown labour market. RESUMENCon base en un estudio sobre la relevancia de los roles con una muestra de adultos que solicitaron ayuda en el contexto de asesoramiento y gestión de carrera, se encontró una tendencia a dar más y más importancia a los roles que no sean los que generalmente los individuos tienden a gastar más de su tiempo y energía: el trabajo y la familia. Este estudio tiene como objetivo presentar más resultados que confirmen esta tendencia, en diferentes contextos organizacionales, y también la satisfacción obtenida con los roles de vida profesional, familiar y de ocio. Las muestras en estudio incluyeron adultos trabajadores, cuyos totales oscilaron entre 60 y 116 participantes, y los instrumentos utilizados fueron el Inventario de Saliencia de Actividades y la Escala de Satisfacción con los Roles Vitales. Los resultados corroboran la tendencia mencionada y revelan mayores niveles de satisfacción con otras actividades que la profesional, y correlaciones entre la relevancia de los roles y la satisfacción con los roles de vida. Por consiguiente, debe considerarse estratégico que las organizaciones implementen medidas destinadas a facilitar el equilibrio entre los diferentes roles desempeñados por sus trabajadores. Cabe destacar las intervenciones en asesoramiento y gestión de la carrera y el uso cada vez más frecuente del trabajo remoto. Se hacen algunas consideraciones sobre la importancia de ayudar los individuos a lidiar con sus niveles de satisfacción y bienestar en el actual mercado laboral competitivo, impredecible y desconocido.

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“…According to Pew Research Centre (Fry, 2015), majority of workforce today are Millennials. Analysis of different generations has revealed that Millennials are highly satisfied with the flexible work arrangements (Ciarniene and Vienazindiene, 2018). Millennials have associated various benefits with flexible work arrangements including improved efficiency, reduced stress, positive impact on health etc.…”

Section: Indian Context Of Diversitymentioning

confidence: 99%

The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

Showkat¹,

Misra

2021

EJTD

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Purpose Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP. Design/methodology/approach The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability. Findings The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD. Research limitations/implications This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes. Practical implications The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD. Originality/value This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

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Flexible Work Arrangements from Generation and Gender Perspectives: Evidence from Lithuania

Cited by 18 publications

References 24 publications

To flex or not to flex? Flexible work arrangements amongst software developers in an emerging economy

To flex or not to flex? Flexible work arrangements amongst software developers in an emerging economy

Role salience and satisfaction in working adults: a contribution to the individuals’ well-being

The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

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