Harvard business review · 1974 · 10 citations · 0 references
ManagementHuman Resource ManagementOrganizational BehaviorLabor EconomicsOccupational HealthWorkforce PlanningFlexible Work ArrangementsFlexible Working Time ArrangementsTime ManagementWork DesignWork SchedulesWorking HoursEmployee FlexibilityFlexible Shift SystemsFlexible Work Time ManagementOperational LimitationsProductivityWork Hours FlexibilityWork Schedule FlexibilityWork-time Flexibility
THE CONCEPT OF FLEXIBLE WORKING HOURS BYPASSES THE LENGTH OF THE WORK-WEEK AND ALLOWS INDIVIDUALS TO SETTLE THEIR OWN WORK- AND LEISURE-TIME ALLOCATIONS, WITHIN LIMITATIONS. THE AUTHORS DESCRIBE THE BENEFITS OF ADOPTING THE SYSTEM AND SOME OF THE PROBLEMS INVOLVED IN IMPLEMENTING IT, AND SUGGEST THAT THE ISSUE OF TRUST IS AT THE BOTTOM OF BOTH. THE FLEXIBLE WORKING-HOURS SYSTEM IS NOT A PANACEA FOR TRAFFIC CONGESTION, OVERLOADED FACILITIES, OR THE MALAISE THAT ACCOMPANIES BORING AND REPETITIVE WORK, BUT EXPERIENCE IN EUROPE HAS SHOWN THAT WHEN IT IS INSTALLED IN THE PRESENCE OF AN APPROPRIATE MANAGERIAL ENVIRONMENT, PRODUCTIVITY IMPROVES, MORALE RISES, TURNOVER DOOPS, ABSENTEEISM DECREASES, AND OVERTIME DECLINES.