From Gods to Goddesses

Alis, David; Karsten, Luchien; Leopold, John

doi:10.1177/0961463x06062280

Cited by 21 publications

(8 citation statements)

References 24 publications

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“…Given that we were concerned with circumstances where employees can exercise choice over their working arrangements, it was important to include not only formal arrangements, but also those of an informal or ad hoc nature, since as Healy (2004) observed, in practice, much flexible working is informal. In selecting studies, we focused on flexibility for employees, rather than those concerned with flexibility of employees (Alis et al 2006). Consequently, studies of FWAs imposed by employers in order to match the supply and demand for labour more closely (Atkinson 1985) and which are not designed to accommodate employees' preferences (e.g.…”

Section: Methodsmentioning

confidence: 99%

Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case

Menezes

Kelliher

2011

International Journal of Management Reviews

303

276

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link ABSTRACTInterest in the outcomes of flexible working arrangements dates from the mid 1970s, when researchers attempted to assess the impact of flexitime on worker performance. This paper reviews the literature on the link between flexible working arrangements and performance related outcomes. Taken together, the evidence fails to demonstrate a business case for the use of flexible working arrangements. This paper attempts to explain the findings by analysing the theoretical and methodological perspectives adopted, as well as the measurements and designs used. In doing so, gaps in this vast and disparate literature are identified and a research agenda is developed.

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Section: Methodsmentioning

confidence: 99%

Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case

Menezes

Kelliher

2011

International Journal of Management Reviews

303

276

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Section: Introductionmentioning

confidence: 99%

“…NSWAs have the potential to contribute towards organizational competitiveness and employee work-life balance (Alis, Karsten and Leopold, 2006;Conway, 2001). Even though classification of NSWAs is far from being absolute (see Barnett and Hall, 2001;Purcell, Hogarth & Simm, 1999;Raabe, 1996;Sheibl and Dex, 1998), two main categorizations have emerged throughout the years: arrangements that involve mainly employer-focused and those that involve mainly employee-focused NSWAs (Alis, Karsten and Leopold, 2006;Stavrou & Kilaniotis, 2009). The former classification denotes flexibility enforced to serve mainly organizational needs, such as increased operational efficiency and work time (Albion, 2004;Stavrou, 2005); nevertheless, it can also become employee-focused when employees prefer it (Brewster et al, 1997;Conway, 2001).…”

Section: Introductionmentioning

confidence: 99%

Nonstandard work arrangements and configurations of firm and societal systems

Stavrou

Parry

Anderson

2015

The International Journal of Human Resource Management

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In this study, we proposed and empirically confirmed that the use of non-standard working arrangements (NSWAs) varies according to firm system and societal cluster. Utilizing the configurational, institutional and cultural perspectives, we explored antecedents to the use of four NSWAs across firms in six countries, expanding the scope of variables examined in relation to NSWAs and capturing context as a way of broadening the theory base on the subject. We found a tendency towards greater use of NSWAs among firm systems that foster internal socialization and career advancement over time as well as national contexts that promote employment protection and/or institutional collectivism. Finally, we found national context to be a significant determinant of firm system, reinforcing the importance of aligning national with organizational level antecedents to the study of NSWAs.

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“…Central to this view is the assumption that employees would prefer permanent and/or full-time jobs were they available. Much of this evidence, however, relates to so called flexibility of rather than flexibility for employees (Alis et al, 2006). Flexibility for, or employeefriendly flexibility, alternatively provides employees with choice over the way in which they do their jobs.…”

Section: Introductionmentioning

confidence: 99%

For better or for worse? An analysis of how flexible working practices influence employees' perceptions of job quality

Kelliher

Anderson

2008

The International Journal of Human Resource Management

156

112

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This paper is concerned with examining the relationship between flexible working practices and employee perceptions of job quality. In recent years a growing number of employers in the UK have introduced flexible working options for employees in response to increasing concerns over work-life balance and the desire to be seen as an 'employer of choice'. At the same time there has been considerable policy debate amongst the European Union (EU) over job quality and the need to create not only more, but better jobs. It might be expected that since flexible working affords a degree of choice to employees, it would impact positively on their perceptions of job quality. However, to date few studies have explicitly examined how flexible working can contribute to job quality. Where studies have examined outcomes relevant to aspects of job quality, the evidence is somewhat inconclusive. The research reported in this paper was designed to explore how lived experiences of flexible working have influenced employees' perceptions of a range of job quality dimensions. The findings show a generally strong, positive relationship between flexible working and perceptions of job quality, but also that there are perceived costs to job quality, particularly in relation to longer term opportunities for development and progression, suggesting that the relationship is more complex.

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From Gods to Goddesses

Abstract: Nutzungsbedingungen

Cited by 21 publications

References 24 publications

Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case

Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case

Nonstandard work arrangements and configurations of firm and societal systems

For better or for worse? An analysis of how flexible working practices influence employees' perceptions of job quality

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