Use of the Flexible Working Practices

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USE OF FLEXIBLE WORKING PRACTICES FROM THE EMPLOYEE AND EMPLOYER PERSPECTIVE

Flexible working practices can never be over-rated. It provides a suitable platform for the employee to offer their 100% to the company in spite of the constraints and limitations they may be facing day in day out. From the employer perspective it should be viewed in a liberal manner that allows justification for the employee, not as something threatening to the policies and conducts of the organization.

From the employee perspective, a flexible work system would enable them to offer their fullest support and co-operation to the activities of the company. It is a platform that helps them offer their best to the company; regardless of the limitations they may face otherwise (Rausch et al, 2013). flexible work schedules are activated in order to allow individuals with busy lifestyles to manage their activities better.


Parents of young children are allowed to come late and leave late, or come early and leave early, depending on their requirements in dealing with their offspring and young families. People are also allowed to have mid-day breaks so that they can focus on their personal matters and come back to finish off the rest of the day (Scott, 2008).

From the employer perspective, while flexible work practices could cause inconvenience, it should be viewed as a way that employees are trying to give their best to the organization and offer their duty despite the personal commitments they have (Cokins, 2009). This way, there won’t be any shortcomings in their personal lives, and would be able to contribute well towards the performance of the company.


By balancing their personal and professional lives, the employees would have a proper state of mind that would enable them to address the issues and challenges at work effectively, thereby contributing to the better performance and output of the company.

 

 

References

  • Rausch, P., Sheta, A. and Ayesh, A. (2013). Business Intelligence and Performance Management. London: Springer.
  • Scott, W. (2008). Institutions and Organizations. Los Angeles: Sage Publications.
  • Cokins, G. (2009). Performance Management. Hoboken, N.J.: John Wiley & Sons.


Comments

  1. Sajitha EkanayakeJuly 19, 2020 at 2:45 AM

    Hi Hasa, most of the manufacturing plants wont get any flexible working hours, what do you think we can do to change it?

    ReplyDelete
  2. Buddima BandaraJuly 19, 2020 at 6:51 AM

    Do you believe this method is suitable for your organization.

    ReplyDelete

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