Managing diversity through flexible work arrangements: management perspectives

Abstract

Purpose – The purpose of this paper is to evaluate the role flexible work arrangements (FWA) play in diversity policies, and the reasons for/barriers to their implementation. Design/methodology/approach – Based on qualitative case study research in four large multinational service companies. Primary data were collected through senior and line-manager interviews and questionnaires. Findings – The research shows FWA are an integral part of diversity implementation but organisational imperatives, particularly management concerns about client interaction, constrain the acceptance of FWA and therefore restrict their impact as a means to greater diversity. As FWA have different effects (being available “remotely” vs not being available) their acceptability is not inclusive, but dependent on job character and level. Research limitations/implications – Further research is needed on the difficulties of implementing FWA and, particularly, its impact on career progression. The prioritisation of business imperatives over social arguments, such as client needs and staff availability, with its impact on the acceptability of FWA and hence ultimate enhancement of diversity deserves more attention. Practical implications – This paper shows that company discourse with its unambiguous business focus highlights the shortcomings of relying upon FWA to bring about a changed climate for diversity. Originality/value – Importantly issues are explored which have not featured significantly in the literature to date, especially the role of clients/customers and differences in the effect of FWA as elements in managerial perspectives on the acceptability of FWA, which can act as constraints to its use for diversity enhancement.

Linkage between Flexibility and SMEs Performance: Does Improvisation Matter?

“…Organizational flexibility appears from the outcome of an interaction between the responsiveness of the organizational and managerial capabilities [13]. Managerial capabilities can be individuals or team of the firms.…”

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

“…High performing employees, including those with unique skill sets or those with long tenure who hold valuable organizational knowledge, were thought to provide a tangible benefit to the business through higher productivity levels and output. Managers will generally prioritize business practices on which their own performance is measured (Michielsens, Bingham and Clarke ). So, if an organization fails to measure or report on the strategic outcomes provided by FWAs the reciprocal benefit sought by executives is tracked at the team or individual level where the impact of FWAs on performance and productivity are more visible.…”

“…Contextual factors, such as organizational time expectations and the perception that management is supportive of work–life issues, are often broadly categorized as work–life culture (Allen ; De Sivatte and Guadamillas ). Given that management decisions and behavior create and shape organizational culture (Michielsens, Bingham and Clarke ) support from executives – as distinct from supervisors – warrants further attention. It is likely that (in large organizations particularly) tiers of senior and middle management play a crucial role in cascading policy down through the organization's hierarchy, signaling to frontline supervisors the wider organizational views on FWAs.…”

Examining gender diversity growth as a model for inclusion of all underrepresented persons in medical physics

“…77 It is further recommended that organizational policies include flexible scheduling to accommodate childcare needs, for both men and women. 78 Institutions should also consider providing funding for further education and financial supplements that assist women in career development (e.g., attending leadership workshops and conferences). Such initiatives I.…”