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Power dynamics in the long‐term development of employee‐friendly flexible working

Sadia Nadeem (Sadia Nadeem is a PhD Researcher at CASS Business School, London, UK.)
Chris Hendry (Chris Hendry is a Centenary Professor in Organisational Behaviour, and Associate Dean, Research, at CASS Business School, London, UK.)

Women in Management Review

ISSN: 0964-9425

Article publication date: 1 February 2003

Abstract

This paper focuses on the possibilities of the long‐term development of flexible working as a work‐life policy, through understanding the power dynamics between the individual and the organisation. The study presents a framework which summarises the factors influencing the employee‐employer power dynamics, and leads us to the research questions. The methodology involves triangulation in case studies in two organisations based on surveys of representative samples in each organisation (n = 243 and n = 128) and interviews with the management. Findings support the long‐term development of employee‐friendly flexible working. There is a strong desire, and a lack of polarisation of attitudes, among employees for greater flexibility. Certain employee groups with stronger negotiating power have initiated the work‐life debate, but in doing so, they have increased the power of all employees through lowering ideological barriers, and creating knowledge of new possibilities and aspirations. Favourable external pressures and changing business needs also improve the position of employees.

Keywords

Citation

Nadeem, S. and Hendry, C. (2003), "Power dynamics in the long‐term development of employee‐friendly flexible working ", Women in Management Review, Vol. 18 No. 1/2, pp. 32-49. https://doi.org/10.1108/09649420310462316

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MCB UP Ltd

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