Workplace flexibility as a paradoxical phenomenon: Exploring employee experiences

Abstract

How do employees of dynamic consulting firms deal with their demanding professional environment, where they must be accessible, responsive and flexible seemingly around the clock? This case study of a large consulting firm explores employee experiences of flexible working through the lens of paradox. It finds that flexible working far exceeds the set of approved flexible work arrangements and practices enshrined in formal HR policies. Rather, individuals develop varied perceptions, expectations and ways of organizing flexible working, which emerge and evolve as they accumulate experience in a context where client-focused responsiveness is key. The article argues that flexible working is part of the deeper psychological contract between professional employees and the firm. This allows us to better understand how the paradoxical tensions that characterize workplace flexibility are experienced as evolving combinations of contributions and inducements. Employees manage these tensions in different ways, including vacillating between polar opposites and integrating contradictory elements, creating an overall mental picture of their flexible working experience.

Examining the link between flexible working arrangement bundles and employee work effort

“…Although at the most basic level, the exchange relationship is typically understood as an exchange of wages for effort, more recent accounts suggest that other aspects, such as FWAs, may too form the basis of the exchange (de Menezes & Kelliher, 2017;Vidyarthi, Chaudhry, & Liden, 2014). Today, employee-centered FWAs are very relevant benefits or "gifts" provided by the employer (Cañibano, 2018;Roehling, Cavanaugh, Moynihan, & Boswell, 2000). Employeecentered practices can help employees acquire more autonomy and facilitate control over the time and location of work.…”

Do blended working arrangements enhance organizational attractiveness and organizational citizenship behaviour intentions? An individual difference perspective

“…A strategic perspective on HR management is adopted when "human resource practices, procedures, and systems are developed and implemented based on organizational needs" (Baird & Meshoulam, 1988). To enhance their effectiveness and success, and to gain a competitive advantage, today's organizations need to be perceived as attractive if they are to recruit talented employees (Chapman et al, 2005;Werbel & DeMarie, 2005) who will accept increasing requirements for flexibility (Cañibano, 2019;Höge & Hornung, 2015) and show organizational citizenship behaviours (Podsakoff et al, 2014(Podsakoff et al, , 2009. To this end, it is valuable for organizations to know whether, and with whom (i.e., which types of individuals), BWAs increase organizational attractiveness and intentions to show organizational citizenship behaviour.…”

Does Flexibility in Human Resource Practices Increase Innovation? Mediating Role of Intellectual Capital

“…Economists present labour flexibility as internal as well as external HR flexibility, which deals with short-term or temporary employees and their availability (Martínez-Sánchez et al, 2011). Workplace flexibility usually refers to the flexibility given to employees or gained by an organisation in terms of employees’ work time, workplace, work quantity and continuation of employment (Cañibano, 2019).…”