OPERATIONAL FLEXIBILITY THROUGH “FLEXI-HOURS”: A NON-TRADITIONAL APPROACH TO MANAGE PEOPLE AT WORK

Abstract

New people management ideas and technologies have been replacing the old ones. An example is workplace labour flexibility. The use of workplace labour flexibility strategies has been increasing worldwide. However, organizations need to have a vision of the future organisation and worker in order to manage necessary changes involved in using such strategies. Empirical studies have shown that flexi-hours, also known as flexible work hours, was the most frequently utilized and most preferred arrangement over any other workplace flexibility strategies in the western context. However, there is a marked absence of research-led literature in developing countries to clarify the way in which such non-traditional approaches work in practice in different contexts. The research investigated into flexi-hour arrangements as a novel approach to manage people at work. The specific aim of this paper is to present empirical results on the extent to which flexi-hours has improved the operational flexibility of the Sri Lankan firms. For the study, an analytical framework was developed based on the review of literature. A random sample of 108 managerial and professional employees responded to the self administered survey questionnaire. The data was analyzed using the analysis of variance (ANOVA) statistical technique. The findings led to conclude overall support for flexi hours though there are certain concerns over the design of flexi-hour arrangements. Thus, the findings have important implications for the design of flexi-hour arrangements.

Keywords: Flexible Work Hours; Operational Flexibility

For full paper: fmscresearch@sjp.ac.lk