International Journal of Academic Research and Development

International Journal of Academic Research and Development

ISSN: 2455-4197, Impact Factor: RJIF 5.22
www.academicsjournal.com
Volume 1; Issue 10; October 2016; Page No. 08-14

A theoretical framework on flexible work schedules

Dr. Supriya Choudhary
Reader, Maharaja Surajmal Institute, Janak Puri, New Delhi, India.

Abstract
Flexibility in the workplace is about developing modern working practices to fit the needs of the 21st century. Flexible working
schedules have recently gained a lot of attention from organizations as family-friendly policy. Nowadays, organizations are trying
to incorporate a culture of trust by offering employees flexibility in the workplace. In addition, flexible working practices facilitate
work-life balance, and with shifting family patterns such practices are beneficial for both women and men. Organizations globally
are strategizing on how best to boost their productivity through enhanced performance by the employees. Motivation of employees
by the recognition of the importance of balancing their work and family life has continued to gain ground. The main focus of this
paper is to understand the conceptual framework and the importance of flexibility in working schedules and arrangements in
organisations to both employers and employees. An attempt is also made to know how flexible working practices help
organisations and employees to be more productive. Various types of flexible work schedules like Flex-time, compressed
workweek, working from home, job sharing, and reduced work hours have been increasingly implemented by employers as
responses to the conflicts between employees’ work and personal life.

Keywords: Flexible working schedules, work-life balance, performance, motivation, trust

1. Introduction variation in the timing and duration of work hours, and

“Flexitime has made our work force more efficient and the location of work. While standard work schedules have
more focused while they are working. It is a step traditionally been the norm in organizations; growing
backwards to go back to rock solid hours. As long as an numbers of employers are experimenting with a wide
employee is getting the job done, they should be treated range of flexible work schedules at the same time as they
like an adult.” are transforming employment systems and work
- Hernreich, (2008) processes across time zones and cultures. The increasing
proliferation of flexible and more varied work schedules
The first wave of interest in flexible working schedules for organizational members is not only a U.S., but a
(known also as family friendly, work-life balance or global employment phenomenon (Jacobs, Gerson, &
work-life integration policies) recognised their Gornick [21] , 2004). National country studies from the
importance for offering flexibility to workers, parents and U.S. to Australia estimate that only about half of
others, to help reconcile work and (family) life in a employees work a standard fixed daytime work schedule
pressured 20th century global business environment five days a week (Golden [15], 2001).When implemented
(Bailyn, 1993 [2] ; Bailyn et al. 1997 [3] ; Kamerman and with both employer and employee interests in mind,
Kahn [23], 1987). There have been dramatic changes in flexible work schedules can increase efficiency, work
workforce demographics over the past few decades. focus, and empower individuals to self-manage work time
Women comprise nearly half of the labour force, more (Halpern [17], 2005; Kossek [24], 2005).
employees are from “dual-earner” families, and adults are Flexibility in the workplace (table 1) gives employees
more likely to pursue further education. These changes time to perform outside of the work roles and it helps
have increased employee demands for more flexibility in balance employees’ work and life. Trust between
the workplace so that they can better balance work and employer and employee is an important issue when it
life. According to 2012 National Study of Employers comes to flexible working hours. If not monitored by
(Matos & Galinsky [29] , 2012), the majority of employers manager, flexible working hours might create some
have adopted flexible work schedules that allow difficulties in the workplace. Further study on flexible
employees to better manage their working hours and working hours need to be taken to understand the
locations. For example, 77 percent of employers reported drawbacks of such practices. Only after investigating
that they have offered flexible work time, and 63 percent flexible working practices from both positive and
reported flexible work location. negative sides, organizations might consider applying
Flexible work schedules such as flexitime, telework, or flexibility to the workplace.
compressed work weeks, are examples of increasing

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International Journal of Academic Research and Development

Table 1: Criterion of Flexible Work Schedules

Criterion of Flexibility in work schedules Examples
 Flexitime
 Core Days
 Results-Based Professional Work
 Contingent Work
Flexibility in the Timing of Work
 Rotating Shifts
Definition: Flexibility in when work occurs
 Shift Work
 Four Day Work Week
 Compressed Work Week
 Weekend, Evening, Night Work
 Telework or Flex place Satellite Offices, Neighbourhood Work
Flexibility in the Location or Place of Work Centres
Definition: Flexibility in the location or place of  Required Travel or Client Office work
where work occurs  Split Locations
 Informal Telework combined with Nonstandard Working Time
 Job Sharing
 Reduced Load or Customized Work
 Part-Time Work
Flexibility in Amount of work (Reduced Workload  Temporary Layoffs
and Hours)  Temporary Shutdown
Definition: Flexibility in the amount of work or  Required Reduced or Part-Time Hours
workload  Overtime Mandates or Limits
 Reduced Hours
 Phased Retirement
 Work-Study or Coops
 Short-Term or Long-Term Leaves (e.g., educational, travel, family,
maternity, disability, military)
Flexibility in Work Continuity (Short-Term Breaks  Sabbaticals
in Employment or Time Off)  Extended or Indefinite Paid and Unpaid Leaves of Absence
Definition: Flexibility to allow for employment  Vacation
breaks or time off  Sick Time or Disability Time Off
 Part Year Work
 Intermittent Leave

1.1 Objectives of the Study talent. Government also encourages many employers to
1. To understand the conceptual framework of Flexible offer flexible working conditions, like flexi-hours,
work schedules. flexible or remote work places and part-time working
2. To study the benefits of flexible working in options to their employees. In consequence, flexible
organisations to both employers and employees. working options have been offered by employers as the
3. To study the need for flexibility in work schedules. work condition for their employee (Cully et al. [11], 1999;
4. To identify and study the various types of Flexible Hogarth et al. [20]., 2000).
work schedules prevalent in organisations. According to Bond, Thompson, Galinsky and Prottas [8]
(2002), the availability of flexible working options are
1.2 Literature Review more in demand because there are more dual-earner
In the recent years, there is growing strand of research on couples, women and single-parent families, as well as
flexible working arrangements, since there has been a those who have geriatric care responsibilities, in the
significant indication of positive outcomes for the workplace. Under flexible working conditions, employees
employee and the organization. The notion of “flexible are assisted in their control of how they can work in order
work schedules” had developed, as primarily serving the to mitigate the effects of work stress over their work
needs of women and noncore workers. The 6-hour day (Halpern [17] , 2005). Richman [32] (2008) perceived
initiative provides an important historical remnant for flexibility in working policies, which includes the ability
21st century organizations, as flexible work scheduling to manage the demand of work and family matters, were
has gradually become mainstreamed allowing for growing strongly related to higher levels of organizational
employee discretion over at least some aspects of work commitment. Meanwhile, other studies found that the
scheduling. availability of the flexibility working arrangements was
Workplace flexibility can be defined as ‘the ability of differentially related to outcomes of affective
employees to make changes on where, when and the total commitment as well as work-to-family conflict
time they would spend or engage in work-related tasks’ (Thompson, Beauvais & Lyness [34], 1999). They also
(Rau & Hyland [31] , 2002; Hill et al. [19] , 2008). Such concluded that flexible work practices and policies are an
flexible work practices have become widespread within indicator of greater employee commitment with lower
organizations and are often used as a part of the human intentions to leave the company.
resource strategy to attract, motivate and retain key
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International Journal of Academic Research and Development

Flexible work arrangements, like telework, flexible work 1.3 Most common types of Flexible Work Schedules
hours, and flexible workplaces are often used to help (FWSs) offered across Asia
employees in balancing their family and work life (Lim & For the purposes of this study, FWSs are defined as any
Teo [26] (2000). The mere existence of flexible working type of working arrangement that allows work to be
policies in particular is associated with strong positive carried out outside the spatial and temporal limitations of
outcomes for employees who worked for middle to large a standard working day. Specific arrangements were
size organizations. According to Thomas and Ganster [33] defined as follows:
(1995), lower levels of work-family conflict were  Flexitime. Vary beginning and end of workday.
positively associated with the existence of flexibility  Extended leave. Sabbatical. Paid or unpaid leave for
support and policies like work schedule flexibility and personal reasons.
supportive supervisors. While there is substantial  Part-time work. Working less than a 40-hour work
literature review on the relationship between flexible week.
working arrangement and work-family conflict, more  Compressed work week. Fulfilling work week
evidence has been presented to prove the relationship obligations in fewer than five days.
between flexible working variables can influence  Telecommuting. Some work taking place outside of
outcomes for the individual and the organization, such as the office.
stress and work-family conflict (Batt & Valcour [5] , 2003;  Work from home. All working hours carried out from
Frye & Breaugh [14] , 2004; Madsen [27] , 2006). home.
 Job Share. Two people sharing the job of one, by
diving time.

Table2: Types of flexible work Schedules

A work schedule with variable starting and ending times, within limits set by one’s
Flexitime supervisor/manager. Employees still work the same number of scheduled hours as they would under
a traditional arrangement.
Personal or Family Leaves
A block of time off while retaining one’s job. These leaves may be paid or unp aid.
or Extended Leaves
A work schedule that is less than full-time but is at least half of the regularly scheduled full time
Part-time Work
workweek.
Compressed Work Week A work schedule that condenses one or more standard workweeks into fewer, longer days.
A work arrangement in which employees regularly work at home or at an alternative worksite
Telecommuting
during part or all of a work schedule.
An arrangement in which two or more part-time (or occasional) employees share the responsibilities
Job-Sharing
of one full-time job at a pro-rated salary.

People make choices about how to spend their time as a 1. Recruitment and retention. The shortage of talent in
function of both their personal and work/life needs For Asia is a reality. There is considerable competition
many years, both business leaders and the public at large among multinationals to attract talent, including women
have heard anecdotal reports that employees who are who are entering the workforce at a rapid rate. While
given opportunities to work more flexibly are more flexible work schedules are still not widely practiced in
dedicated and productive employees and are better able to Asia, they are seen by many companies as an important
manage their lives outside of work. A brief description of part of their value proposition. Indeed, an article by the
types of flexible work options is shown in Table 2. Economist on talent shortage in Asia (August, 2007) lists
flexible working hours and sabbaticals as among some of
1.4 Why Flexibility in Work Schedules? the more creative options employers can use to attract
Job flexibility can offer many benefits to both employers and keep their talent.
and employees, including improved job satisfaction, 2. Technology and globalization. Employees in Asia are
reduced absenteeism, greater commitment, and reduced increasingly involved in global projects which place
turnover. Promoting a healthy work-life balance in demands in terms of working non-standard hours. This
workplace will help to retain skilled staff and boost leads to requests for some type of compensation, as
productivity. For example, in a Boston College Centre for people may require more time for their personal life.
Work & Family study of six large companies, 70% of Improved technology allows for more and more flexible
managers and 87% of employees reported that working a work options, although the infrastructure for this varies
flexible arrangement had a positive or very positive widely across Asia.
impact on productivity; 65% of managers and 87% of 3. Generational shift. With a young generation entering
employees reported that a flexible work arrangement had the workforce, some traditional values are shifting, which
a positive or very positive impact on the quality of work; in turn affects the demand for FWSs. Young people are
and 76% of managers and 80% of employees indicated less inclined to take on the type of work demands that
that flexible work arrangements had positive effects on their parents did. For young people who have not yet
retention [30]. There are some factors which are clearly started a family, the main driver will be their social life: a
driving the introduction of flexible work arrangements in desire to spend time with their friends out of work.
Asia as a whole:
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International Journal of Academic Research and Development

4. Overtime. The issue of high levels of overtime seems dealing with the recession. However, there have still been
to be a particularly pervasive problem in Japan. a significant number of redundancies, broadly equivalent
Excessive overtime can drive turnover to a point where to the 1990s recession. Increased flexibility in the
there is a realization that work has to be organized in a workplace is a necessity if the economy is to return to
way that is more conducive to employees’ life situations. sustained growth. In order to increase productivity and to
As such, FWSs are primarily business-driven. give the economy a competitive advantage it is necessary
5. Traffic. Congestion is a significant problem in many to draw on and develop all available resources.
parts of Asia and flexitime has proved to be a solution for
many companies. In cases where commute time exceeds 2 Case study: KPMG
hours, flexitime allows employees to avoid rush-hour In February of this year, KPMG introduced a new
traffic. In other words, sometimes a decision on where to scheme, Flexible Futures, designed to minimise the
locate a new office is based solely on the ability of prospect of large scale redundancies in the current
employees to commute to work. recession and enable the firm to retain its talented people.
6. Family. Family is an extremely important factor in Under the scheme, staff were invited to sign up to the
most countries in Asia. The situation will differ from possibility of being asked to reduce their working week
country to country, depending on the type of support by a day with that day unpaid and/or take sabbatical leave
system available. In Hong Kong and Singapore, for of between four and twelve weeks at 30 per cent of pay.
example, there is a day care structure as well as the 85 per cent of staff signed up for the scheme. Over the
availability of live-in-maids and nannies to support past year, 99 per cent of flexible working requests have
working parents, while Japan, typically lacks such been accepted by KPMG.
support structures. Thus, in certain countries, it may
make sense to focus on the family as well as the 2. Employees
employee when making a value proposition. Factors that For employees, flexible working allows them to better
might attract new employees may be to provide support balance their home life with their responsibilities at work.
for children’s education or to help a family relocate to a Finding work with flexible hours, which involves
community with more child care facilities. minimal travel, to fit around family and childcare
responsibilities is an emerging theme. Evidence has also
1.5 Significance of Flexible Working in Organisations indicated that the offer of flexible working options is
to both Employers and Employees important to employees when looking for or deciding to
Flexible work schedules are an increasingly important take a job. According to the British Market Research
issue for Industrial-Organizational (I-O) psychology as Bureau (June 2008) [12] of those employees who had at
they reflect the adaptation of human resource practices to least one form of flexible working available to them, and
the changing nature of work, such as the shift in the who either knew, or thought, it would be available when
labour force to be increasingly diverse in work time they applied or were offered the job, 54 per cent said it
availability and the dramatic change in the design of was a ‘very important’, or ‘quite important’ factor in
work systems in response to a 24*7 global economy. their decision to take up the job. This group is made up of
a much greater proportion of female employees with
1. Employers dependent children than male employees with children, or
Flexible working opportunities can enable organisations those without children; and a greater proportion of those
to adapt to changing business conditions and individual who care for someone with ill-health/disability than who
employees to better balance their work and family life. do not have these responsibilities. For those that are not
For businesses, flexible working can help retain staff – in paid employment, but who are looking for work, a
and holding experienced and skilled staff is important in substantial majority (78 per cent) regard flexible working
maintaining quality. Offering flexible hours widens the arrangements as ‘very important’ or ‘quite important’ in a
talent pool, so employers can recruit people with more job.
skills, and also potentially recruit and retain committed
and loyal staff members. This can in turn translate into Evidence Box 1
improved productivity and by extension improved In a study on Equality and Human Rights Commission
profitability. Employers recognise the benefits of two - (2009) [13] working Better: Fathers, family and work-
way flexibility to ensure they can provide quality services contemporary perspectives, the following observations
when customers need them. A flexible workforce can also were made:
adapt quickly to changing business conditions.  Although nearly half (47 per cent) of fathers thought
Interestingly, the global recession has provided more that the father’s role is to provide; only 23 per cent of
opportunities for flexible working: a trend to emerge fathers (compared to 34 per cent of mothers) thought
from the recession is a shift towards flexible working in that childcare is the primary responsibility of the
order to minimise redundancy. The CBI report, mother.
Employment Trends Survey (2009) [10] , found that the  62 per cent of fathers surveyed thought that fathers
most popular response to the recession was to increase (in general) should spend more time caring for their
the use of flexible working. The report found that more children.
than two thirds of employers had increased flexible
working (50 per cent) or intended to in the near future
(30 per cent). Employers have shown greater flexibility in
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International Journal of Academic Research and Development

 Around half (51 per cent) of working parents feels Sonalkar said: "We changed work hours to flexi timings
their relationship with their children would improve and that gave people lot of relief from traffic."
if they could work flexibly. 3. SAP Labs: Come and leave when you want
 A third (33 per cent) of working fathers [9] said they Bengaluru's SAP Labs doesn't monitor entry and exit
miss out on and would like to be there for breakfast timings-employees decide when to get to work and leave.
with their children and just under a fifth (19 per cent) SAP allows employees to work from home once a week, a
would like to be there for bedtime. frequency that can be increased by their reporting
 Flexi-time and working from home were the most managers. "It's about output and not how many hours the
favoured options by men [9] ; 33 per cent of fathers employees spend on work," a spokesperson for SAP Labs
and 28 per cent of non-fathers had used flexi time in said.
the last year; 28 per cent of fathers and 21 per cent of 4. PricewaterhouseCoopers India has an employee
non-fathers had utilised a working from home option friendly location
in the same time period. When PricewaterhouseCoopers India decided to open its
A CIPD report on ‘Flexible working provision and third office in Mumbai, it chose the city's western suburb
uptake’ in 2012 found that 72% of the employers of Goregaon. In the National Capital region, the global
surveyed believed that implementing flexible working consultancy firm is identifying a location at Noida. "At
practices had a positive impact on staff engagement and the end of the day, we want our employees to maintain a
73% felt that it had a positive impact on employee work-life balance. Otherwise, it will impact their
motivation. According to the survey, it was found that productivity," PwC India human capital leader Jagjit
employees who are satisfied with their work-life balance Singh said.
and those on flexible contracts are more engaged with 5. Coca Cola: flexi work hours
their work than those who are dissatisfied or not working The local units of Coca-Cola have introduced flexi work
flexibly. It found that those on flexible contracts tend to hours that help employees avoid rush-hour traffic. "We
be more emotionally engaged, more satisfied with their start 30 minutes early at 8:30 am and close by 5:15 pm in
work, more likely to speak positively about their order to beat the peak traffic hours," said Sameer
organisation and less likely to quit than those not Wadhawan, Vice President for Human Resources &
employed on flexible contracts. While there is never a Services at Coca-Cola.
guarantee that flexible working arrangements will have a 6. KPMG India: work from anywhere
considerable positive impact, if proper consideration is KPMG India has an agile working policy, which allows
given to what options may be suitable, benefits can people to "work from anywhere” - be it a client location
include: or home, provided that the role can be executed virtually
• a more efficient and productive organisation and that productivity, performance and timelines are not
• a more motivated workforce hampered, said Shalini Pillay, head of people,
• better retention of valuable employees performance and culture.
• a wider pool of applicants can be attracted for 7. Microsoft offers buses and cabs
vacancies In Hyderabad, Microsoft has a fleet of buses for point-to-
• reduced levels of absence, sickness and stress point pick up and drop of employees within the campus
• better customer service and increased customer and cabs for home pick up and drop after office hours.
loyalty 8. Infosys: buses, cycles and cabs
• working hours that best suit the organisation, its Elsewhere in the country, Infosys is promoting options
employees and its customers such as buses, cabs and cycles for its more than 1.79 lakh
employees. In Pune, Infosys has launched a campaign,
1.6 Indian companies that let employees dictate their "Ab Bus Karo," to encourage employees to take company
own work hours buses to its development centre. In Bengaluru, the tech
1. No parking? Work from home at Philips major is encouraging employees to cycle to office.
Electronics firm Philips, lets employees who drive to 9. AmEx South Asia: Pushing for a car-free Tuesday
work and don't get parking, go back and work from home. "We are asking all our employees to make maximum use
The logic: logging in from home is quicker than finding of the increased public transport facility on car-free
parking. Employees can choose to reach between 8 am Tuesdays. The reduction in the number of cars will also
and 1 pm. "When we are aware of road diversions and help reduce pollution," said Sanjay Rishi, president of
blocks and advisories about traffic disruptions, AmEx South Asia, which has offices on Golf Course
employees have the freedom to work from home and head Road and Cyber City.
out once the traffic restrictions have eased," a Philips 10. Other Gurgaon firms: carpooling and flexi-timings
spokesperson said. Bacardi, Ericsson, Samsung and Amway, which are
2. Traffic dictates office hours at the Future Group headquartered in Gurgaon, have introduced flexi timings.
When Mumbai-based retailer Future Group consolidated "Traffic in Gurgaon is a big challenge," said Bacardi
its offices in Vikhroli, 'traffic dynamics' dictated work managing director Vijay Subramaniam. "We have had to
hours. Future Group allows people to come in between resort to means such as three work timing slots in a day,
8.30 am and 10.30 am and leave after eight hours of encouraging working from home and car pooling to drive
working. Future Group chief people officer Kaustubh around this issue... We encourage members to use the
metro, too."

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International Journal of Academic Research and Development

According to Altman and Golden [1](2008), there are six as more flexible scheduling to better fit work to
conditions in which companies may offer more employees’ preferences.
employees more options for flexible working time, such

Table 1: Six reasons employers may offer more employee-centred flexible work schedules
Reason Motivation to match employee’s preference for work schedule
Employee’s preferred work schedule deviates from the employer’s preferred operating or shift schedule, which may
1.
increase absenteeism, tardiness, unauthorized use of sick leave or on-the-job shirking.
Replacement cost of turnover and filling job vacancies increase s, e.g. an emerging shortage of labour or of a specific
2.
type of human capital.
The supervisory and administrative costs of delivering flexible work options decreases, e.g. technological innovations,
3. the spread of work scheduling software and improvements, telecommunication devices and self-managed team working
practices.
Employees’ discretion over their own work schedules enhances daily work performance and/or organizational
4.
performance, e.g. a “high-performance” tool.
The firm’s time horizon for considering labour costs becomes longer, resulting in lower Discounting of the potential
5.
future cost savings associated with more flexible scheduling.
6. To improve their employees’ work/life quality, in lieu of wage increases or other employee Benefits

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International Journal of Academic Research and Development

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