scholarly journals Do Work–Life Measures Really Matter? The Impact of Flexible Working Hours and Home-Based Teleworking in Preventing Voluntary Employee Exits

2021 ◽  
Vol 10 (1) ◽  
pp. 9
Author(s):  
Charlotte K. Marx ◽  
Mareike Reimann ◽  
Martin Diewald
Keyword(s):  
Organizational Culture ◽  
Working Hours ◽  
Work Life ◽  
Job Quality ◽  
Lower Probability ◽  
Home Based ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Flexibility Measures ◽  
The Impact

Numerous studies have demonstrated the importance of work–life measures, which are designed to contribute to job quality and help reconcile employees’ work and personal lives. In our study, we asked whether such measures can also work as inducements to prevent employees from voluntarily leaving a firm. We considered flexible working hours and home-based teleworking as flexibility measures that are potentially attractive to all employees. To address the possible bias caused by sketchy implementation and their actual selective use, we chose to examine employees’ perceptions of the offer of these measures. We investigated the moderation of the effect by organizational culture and supervisor and coworker support. We controlled for several indicators of job quality, such as job satisfaction and perceived fairness, to isolate specific ways in which work–life measures contributed to voluntary employee exit, and checked for a selective attractiveness of work–life measures to parents and women as the main caregivers. Using a three-wave panel employer–employee survey, we estimated multilevel mixed-effects logistic regression models for 5452 employees at 127 large German establishments. Our results confirmed that both types of flexibility measures were associated with a lower probability of voluntarily exit. This applied more to men than to women, and the probability was reduced by a demanding organizational culture. Both measures seemed not to be specifically designed to accommodate main caregivers but were attractive to the whole workforce.

Werk/privé-cultuur en de houding van managers ten aanzien van werk/privé-beleid in de financiële sector

2005 ◽  
Vol 18 (5) ◽  
Author(s):  
Laura den Dulk ◽  
Judith de Ruijter
Keyword(s):  
Organizational Culture ◽  
Parental Leave ◽  
Working Hours ◽  
Financial Sector ◽  
Work Life ◽  
Vignette Study ◽  
General Managers ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Female Employees

Work-life culture and attitude of managers towards work/non-work policies in the financial sector Work-life culture and attitude of managers towards work/non-work policies in the financial sector Laura den Dulk & Judith de Ruijter, Gedrag & Organisatie, Volume 18, 2005, pp. 280-295. What attitudes do managers in the financial sector hold towards work/non-work policies, such as flexible working hours and parental leave? To what degree do managers support requests of employees who want to exercise these policies and to what extent are their attitudes influenced by organizational culture? Attitudes of managers were measured in a vignette study in three organizations in the financial sector. Organizational culture was measured independently, through a survey among a sample of employees. The findings show that the more an organization supports the work/non-work balance, the more positively its managers respond to employee requests. In general, managers assess requests of female employees more positive than male employees' requests. Furthermore, characteristics of both the request itself and the employee filing the request, influence managers' assessments especially if the organizations' attitude towards work-life balance is ambiguous.

scholarly journals The Impact of Flexible Working Hours, Remote Working, and Work Life Balance to Employee Satisfaction in Banking Industry during Covid-19 Pandemic Period

2020 ◽  
Vol 1 (5) ◽  
pp. 341-353
Author(s):  
Kresna Chandra Putra ◽  
Tedo Aris Pratama ◽  
Rionaldo Aureri Linggautama ◽  
Sekar Wulan Prasetyaningtyas
Keyword(s):  
Job Satisfaction ◽  
Banking Sector ◽  
Banking Industry ◽  
Positive Impact ◽  
Working Hours ◽  
Work Life ◽  
Life Balance ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
The Impact

During the situation like Coronavirus COVID -19 pandemic that happened in 2020, forcing various banking companies to make adjustments and changes to their work system. The flexible working system is one of the most widely used, which has an impact on workers especially during this pandemic conditions. The impact of the change in work system in banking sector is interesting to study, especially since the banking industry in Indonesia still mostly uses conventional work systems. . This study aims to measure the impact of flexible working hours (FWH), remote working (RW), and work life balance (WLB) on employee job satisfaction in the banking industry during the pandemic. In this study, data were collected using quantitative, non-probability, purposive sampling methods via online questionnaires, which were distributed to employees in the banking sector during the pandemic period in Jabodetabek area. With total of 160 respondents who were used to perform analysis using the PLS-SEM method which was carried out with the SMART-PLS software. This study found that in pandemic conditions, achieving WLB conditions will have a positive impact on job satisfaction. The implementation of the RW system itself has a positive impact in helping to achieve the WLB conditions that are felt by banking workers in the Jabodetabek area, in contrast to the FWH system which does not have a similar effect on WLB. In addition, this study also provides an academic basis for the use of flexible working hour and remote working systems to increase job satisfaction, especially in the banking industry.

scholarly journals Retaining older workers: the effect of phased retirement on delaying early retirement

2015 ◽  
Vol 6 ◽  
Author(s):  
Åsmund Hermansen
Keyword(s):  
Relative Risk ◽  
Older Workers ◽  
Early Retirement ◽  
Working Hours ◽  
Full Time ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Before And After ◽  
Phased Retirement ◽  
The Impact

Introduction: Phased retirement involves reducing working time in the final years before retirement. The aim of phased retirement is to extend working careers and retain older workers who would otherwise opt for full early retirement. This article investigates the effect of offering phased retirement on early-retirement behaviour in Norway.Method: The data used in the analysis covers the period between 2000 and 2010 and comprises all employees between 61 and 62 years of age (N= 18 174) who were employed in any of the 442 companies that participated in a 2010 survey carried out by the Fafo Institute for Labour and Social Research and Respons Analyse AS, a Norwegian research firm. I use a difference-in-differences approach and logistic regression, which enables the measurement of changes in the individual relative risk of retiring full-time on the contractual pension (AFP, avtalefestet pensjon, contractual early-retirement pension,) before and after the introduction of phased retirement as a retention measure.Results: The results show that working in a company that offers reduced working hours for older workers does not have an effect on the relative risk of a 61- or 62-year-old withdrawing a full contractual pension in the next two years of their employment. This result is evident both before and after controlling for a range of known individual risk factors, as well as after controlling for company characteristics.Discussion: In the search for suitable measures for retaining older workers, offering phased retirement may still be part of the answer. Though my analysis does not support the idea that more flexible working hours is a decisive factor for those who choose to opt for full early retirement, a possible next step could be to investigate the impact of offering flexible working hours on the employment duration of those who do remain in employment.

Glass ceiling – An illusion or realism? Role of organizational identification and trust on the career satisfaction in Indian organizations

2020 ◽  
Vol 45 (4) ◽  
pp. 217-229
Author(s):  
Shalini Srivastava ◽  
Poornima Madan ◽  
Vartika Kapoor Dhawan
Keyword(s):  
Glass Ceiling ◽  
Organizational Identification ◽  
Career Satisfaction ◽  
Negative Relationship ◽  
Working Hours ◽  
Middle Level ◽  
Human Resource Policies ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
The Impact

The motivation of the present study is to investigate the association between perceived glass ceiling and career satisfaction among Indian managers. The study examined the impact of glass ceilings at the career satisfaction level of employees mediated by organization identification and organizational trust. The sample for the present study embraces 237 middle level managers representing organizations in Delhi/NCR. For data analysis, descriptive statistics, correlation and regression were used. Results illustrate that a significant and negative relationship is found between glass ceiling and career satisfaction which implies that if employees feel that glass ceiling exists in the organization, their career satisfaction will be less. The results validate that the impact of glass ceiling decreases after introducing the mediating effects of trust and organizational identification on career satisfaction. The subsistence of the glass ceiling in the organizations will indirectly be fortified due to inadequacies in networking, mentoring, flexible working hours and family friendly initiatives. Therefore, modifying the human resource policies and practices and altering the organizational culture and attitudes of executives shall help organizations preserve their extremely able women workforce.

scholarly journals HIRING AND RETAINING SKILLED EMPLOYEES IN SMES: PROBLEMS IN HUMAN RESOURCE PRACTICES AND LINKS WITH ORGANIZATIONAL SUCCESS

2020 ◽  
Vol 21 (2) ◽  
pp. 780-791 ◽  
Author(s):  
Yuriy Bilan ◽  
Halyna Mishchuk ◽  
Iryna Roshchyk ◽  
Olena Joshi
Keyword(s):  
Human Resources Management ◽  
Working Hours ◽  
Skilled Workers ◽  
Physiological Factors ◽  
Internal Factors ◽  
Hr Management ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Market Factors ◽  
The Impact

The ability to attract and retain the talents is an important factor in the competitiveness of countries, as it is confirmed in our study. At the level of small and medium-sized enterprises, hiring and retaining skilled workers is one of the most difficult tasks of HR management, especially in transition economies with a high intensity of “leaching out” the skilled workers due to labour migration. Our research in Ukraine, which is a prime example of such countries, conducted via the cluster analysis allows us to conclude that the problems of hiring and retaining skilled workers have some connection with profitability: there is almost always a problem with filling vacancies with people of all educational levels in unprofitable enterprises, which is not typical of profitable businesses. The main problems with filling vacancies according to employers’ estimations are: 1) market factors – shortage of employees with the required skills; 2) internal problems of ensuring the attractiveness of jobs (material – pay, and intangible – career prospects, flexible working hours, legal employment); 3) internal factors of inefficient HR management, including recruiting; 4) psycho-physiological factors of job satisfaction. However, there are no close links between the factors of hiring effectiveness and retention of skilled workers with the economic success of the organization in the form of the growth of assets, revenues and stuff. This leads to the conclusion that the practices of human resources management in small and medium-sized businesses in Ukraine are largely built chaotic, without analyzing the impact on the efficiency of the use of other resources and without providing links with the overall economic efficiency of enterprises.

scholarly journals Do parents’ flexible working hours affect fathers’ contribution to domestic work? Evidence from a factorial survey

2020 ◽  
Author(s):  
Gerhard Krug ◽  
Sebastian Bähr ◽  
Katharina Diener ◽  
Martin Abraham
Keyword(s):  
Domestic Work ◽  
Working Hours ◽  
Policy Implications ◽  
Household Work ◽  
Female Partners ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Using Data ◽  
The Impact ◽  
Willingness To Contribute

This paper investigates the impact of fathers’ flexible working hours on their willingness to contribute to domestic work. We first hypothesize that fathers will contribute more if they have the possibility to work flexible hours. Second, fathers are assumed to contribute less if their female partners have the possibility to work flexible hours. We test our hypotheses using data from a vignette study, where fathers evaluate hypothetical job offers to their non-employed partner with regard to the contribution to domestic work they are willing to offer if their partner accepts the job. We find that fathers’ flexible hours increase their willingness to contribute to childcare but not to household work, partially supporting hypothesis one. Regarding hypothesis two, we find no effects of the female partner’s flexible working hours on fathers’ contribution to childcare or household work. We conclude our paper with some policy implications.

scholarly journals Work-Life Balance, Employee Job Performance and Satisfaction Among Doctors and Nurses in Malaysia

2019 ◽  
Vol 9 (4) ◽  
pp. 306 ◽  
Author(s):  
Oscar Dousin ◽  
Ngan Collins ◽  
Balvinder Kaur Kler
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Working Hours ◽  
Work Life ◽  
Supportive Supervision ◽  
Life Balance ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
The Relationship ◽  
Doctors And Nurses

In this era, the concepts of human resource management (HRM) practices have evolved to the implementation of work-life balance (WLB) practices, such as: flexible working hours and supportive supervision. WLB practices have shown a great influence on employee attraction, retention, motivation and development. This study examines the relationship between WLB practices on employee job performance as well as the mediating effect of job satisfaction in the relationship between work-life balance practices and employee job performance among doctors and nurses in East Malaysia. The study surveys 491 doctors and nurses in the East Malaysia states of Sabah and Sarawak in 2016-2017. Four hypotheses were tested with validated measures of WLB practices (flexible working hours and supportive supervision), job satisfaction and job performance. Findings revealed that flexible working hours and supportive supervision has a significant and positive impact to job performance. Job satisfaction positively mediates the relationship between flexible working hours and supportive supervision towards job performance. An effective WLB practices will improve employees’ job satisfaction which eventually increase their job performance and productivity. This study’s findings aim to assist the Malaysian healthcare industry in improving doctors’ and nurses’ attraction, retention and motivation.

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