Flexible working... the future ?

Nature of work 

Nature of the work has changed through out the history. Most important development over the last few years in relation to HRM are increase use of part time workers, out sourcing, subcontracting, use of higher number of knowledge workers and teleworking, (Armstrong, 2006).

According to the society of Human Resource Management, flexible work arrangement could means teleworking, flexitime and compressed work week, (Society of Human Resource Management, 2015). Advancement of Information and Communication Technology has enable application of flexible work arrangements (FWAs) for wide variety of jobs. White collar (or the office work) works and Information technology works sees a great potential for application of FWAs. Because of the advancement of technology now employees can work whenever they want and where ever they are. Therefore now human resource departments now focuses more on personal time rather than the personal space. 

Flexible Work arrangements (FWAs)

FWAs has wide range of effects, for both employer and the employee. In employers perspective, increase the capacity to attract and retain knowledge workers, facilitate access work force beyond geographical boundaries, save office space requirement. Further, FWAs increases the workers productivity and performance, (Chung H, 2017). According to the world economic forum, telecommuting save cost and time on transportation, food and clothing, (World economic forum, 2018). Teleworking improve health of workers due to reduction of work related stresses and ability to attend essential family matters when needed. But the downside of the teleworking is that it may some times blur the boundaries between work and leisure time. It may also leads to professional isolation and limitation of carrier opportunities.    

HRM implications 

Organizations now increasingly FWAs due to the very advantages it offers, technological advances and dynamics of the labour pool but on the other hand, FWAs present challenges for HRM practices because of the flexible working differ from the traditional work arrangements. Sometimes employee in the office in the presence of his supervisors could use the computer for his personal work. This understand has led to the focus from work time to work results. When implementing strategies for FWAs companies shall device alternative methods to substitute physical control. Further, it necessitate new management and leadership capabilities specially to manage blended work practices. Organizations that promote FWAs also need special HRM practices related to staffing, training, compensation and performance appraisal. 

References 

1. Armstrong M., 2006. Human resource management. 10 ed. London : Kogan Page Limited.
   Chung H., 2017. Work autonomy, flexibility and work-life balance. [Online] 
2. Available at: http://wafproject.org/wordpress/wp- content/uploads/BT_125709_WAF_report_v3.pdf
   [Accessed 12 May 2019
3. Society of Human Resource Management, 2015. SHRM Research: Flexible Work Arrangements, New: Society of Human Resource Management
4. World economic forum , 2018. Working from home could save you even more money than you think. [Online] Available at: https://www.weforum.org/agenda/2018/04/working-from-home-can-save-you-thousands-of-dollars-every-year/[Accessed 04 May 2019].