Workplace flexibility: reconciling the needs of employers and employees

Abstract

The rapid expansion in part‐time employment in Australia over the past two decades has largely been driven by organisations’ desire to achieve numerical and functional flexibility (the business case for flexibility) rather than a desire to assist employees balance work and family responsibilities (the equal opportunities case for flexibility). Argues that the differences between the business and equal opportunities discourses surrounding flexibility result in significant problems for both employees and organisations – problems that limit the growth of the individual and the organisation. For part‐time employment to be an effective organisational strategy, it is critical that the human resource management (HRM) role actively negotiate between the different needs of employers and employees. This will entail making both parties’ needs explicit, acknowledging the differences between their needs and directing efforts towards constructing outcomes that are mutually satisfying.

Citation

Sheridan, A. and Conway, L. (2001), "Workplace flexibility: reconciling the needs of employers and employees", Women in Management Review, Vol. 16 No. 1, pp. 5-11. https://doi.org/10.1108/09649420110380238