Benefit of Life Balance
INTRODUCTION
Flexible work (flexi-work) arrangements have been widely practiced in the developed countries and have proven to be beneficial to both employers and employees. Different types of flexi-work arrangements have been documented that are currently being adopted by corporations around the world including Malaysia, Singapore, and showcases practical examples of companies which have successfully implemented flexi-work arrangements. The common flexi-work arrangements include: flexi-time, permanent part-time work, job-sharing, compressed work week, teleworking, and annualised hours. The successful implementation of flexi-work arrangements contributes to a conducive and supportive work environment. This enables companies to attract, motivate and retain valued employees who are dedicated and committed to playing an important role in helping their organisations achieve business success. This sharing information provides features the origins of the various flexi-work arrangements, their salient features, the benefits and challenges and key implementation considerations.
1. FLEXIBLE WORKING HOURS (FLEXI-TIME)
1.1 ORIGINS
Flexi-time constitutes the first major divergence from the standardised 44 hour week, 9 to 5 workweek. The concept of allowing employees some individual choice as to starting and quitting times was first introduced in Germany in 1967. At that time, it was seen as a means of relieving transit and commute time problems. Shortly after, flexi-time began to gain adherents in Switzerland as a way to attract women with family responsibilities into the workforce. Hewlett Packard was generally credited with introducing flexi-time in the United States in 1972, after having first tried it in a German division.
1.2 DEFINITION OF FLEXI-TIME
Flexi-time usually refers to a scheduling programme for full-time employees which allows them to choose their starting and finishing times daily, provided they complete a stipulated number of hours. In most
Flexible work (flexi-work) arrangements have been widely practiced in the developed countries and have proven to be beneficial to both employers and employees. Different types of flexi-work arrangements have been documented that are currently being adopted by corporations around the world including Malaysia, Singapore, and showcases practical examples of companies which have successfully implemented flexi-work arrangements. The common flexi-work arrangements include: flexi-time, permanent part-time work, job-sharing, compressed work week, teleworking, and annualised hours. The successful implementation of flexi-work arrangements contributes to a conducive and supportive work environment. This enables companies to attract, motivate and retain valued employees who are dedicated and committed to playing an important role in helping their organisations achieve business success. This sharing information provides features the origins of the various flexi-work arrangements, their salient features, the benefits and challenges and key implementation considerations.
1. FLEXIBLE WORKING HOURS (FLEXI-TIME)
1.1 ORIGINS
Flexi-time constitutes the first major divergence from the standardised 44 hour week, 9 to 5 workweek. The concept of allowing employees some individual choice as to starting and quitting times was first introduced in Germany in 1967. At that time, it was seen as a means of relieving transit and commute time problems. Shortly after, flexi-time began to gain adherents in Switzerland as a way to attract women with family responsibilities into the workforce. Hewlett Packard was generally credited with introducing flexi-time in the United States in 1972, after having first tried it in a German division.
1.2 DEFINITION OF FLEXI-TIME
Flexi-time usually refers to a scheduling programme for full-time employees which allows them to choose their starting and finishing times daily, provided they complete a stipulated number of hours. In most
References: Ivancevich, J.M and Robert Konopaske (2013), “Human Resource Management”, McGraw Hill. 12th Edition. Dessler, G.(2013), Human Resource Management: 13th ed.Pearson. www.human resource management.com