The role of workplace flexibility in managing diversity

Purpose – Describes the role of HR in creating an inclusive workplace. Design/methodology/approach – Explains how organizations can build an inclusive workplace that addresses the diverse needs of different employee groups. Findings – Shows that affirmative action is an important first step toward managing diversity, but successful management of diversity goes beyond merely complying with the letter of the law. Practical implications – Advances the view that scholarship programs for minority members, diversity scorecards, mentoring programs, language assistance, diversity councils and support from relevant stakeholders can go a long way in ensuring an inclusive work environment. Social implications – Argues that the effective management of diversity is a business and social imperative. Originality/value – Provides insights into how organizations can effectively manage workplace diversity.

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The workplace flexibility - engagement relationship through helping behavior: The role of ICT

Academy of Management Proceedings ◽

10.5465/ambpp.2017.17373abstract ◽

2017 ◽

Vol 2017 (1) ◽

pp. 17373

Author(s):

Claartje Ter Hoeven ◽

Ward Van Zoonen

Keyword(s):

Helping Behavior ◽

Workplace Flexibility

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Helping Others and Feeling Engaged in the Context of Workplace Flexibility: The Importance of Communication Control

International Journal of Business Communication ◽

10.1177/2329488419898799 ◽

2020 ◽

pp. 232948841989879 ◽

Cited By ~ 1

Author(s):

Claartje L. ter Hoeven ◽

Ward van Zoonen

Keyword(s):

Negative Impact ◽

Communication Technologies ◽

Helping Behavior ◽

Workplace Flexibility ◽

Work Related ◽

Temporal Flexibility ◽

Independent Effects ◽

Communication Control ◽

The Relationship

Workplace flexibility can lead to fewer physical encounters, impacting the extent to which employees can help others. This is important because giving help to coworkers facilitates engagement. This study draws on two-wave panel data from 329 employees to examine the relationship between workplace flexibility and engagement through helping behavior. Furthermore, the role of communication control—that is, an employee’s ability to regulate the use of work-related communication technologies—is examined, as it may buffer the negative associations between workplace flexibility and helping behavior. The results demonstrate that spatial flexibility is detrimental to engagement because it reduces helping behavior. Importantly, this negative impact may be alleviated by high levels of communication control (as opposed to low levels). Furthermore, the study provides insights into the independent effects of spatial and temporal flexibility on helping behavior and supports the notion that doing good may lead to feeling good, as helping behavior is positively associated with engagement.

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