alternative work Schedules (AWS), Flexibility, and flexible work are very common terms used to describe a wide range of work styles and employment practices that have proven to be valuable to both employers and employees. Alternative Work Schedules (AWS) are non-traditional work programs that allow employees an alternative to the standard 8 to 5, Monday through Friday workweek. Some of the most common work flexibilities offered include flexi-time, permanent part-time work, job-sharing, compressed workweek, and telecommuting. According to Schermerhorn et al, p. 587) virtually all such plans are designed to influence employee satisfaction and to help employees balance the demands of their work and non-work lives. They are becoming more and more important in fast changing societies where demands for “work-life balance” and more “family-friendly” employers are growing ever more apparent.
(Schermerhorn, Hunt, Osborn, p. 587) I believe that the successful implementation of alternative work schedules at United Parcel Service (UPS) will contribute to a conducive and supportive work environment that will attract, motivate, and retain valued employees who are dedicated and committed to playing an important role in the success of the organization. An alternative work schedule can be defined as a working week that does not contain the traditional five-day working week, with each of these days consisting of eight hours, but rather it is an opportunity for employers to change the way in which work hours are allocated, by offering a range of flexible working arrangements. This new program is very low risk, has a relatively low cost, and has the potential for higher returns. Flextime offers varying start and finishes times within a core work period, and has two requirements: All employees must be present during the core day, and although employees may choose their own arrival and departure times, they must work the required hours (traditionally 8) each day. Compressed work week is where the working week is shortened by days but the length of working day is longer, e.
The Term Paper on Virtual Office Work Employees Workers
... and New Jersey. Even its local employees may work at home a few days a week. Lynne Stockstad's situation at Great Plains ... for which alternative work options likely will become the norm. One person may find that telecommuting four days a week is great; ... working or is distracted. Still, most say that problems aren't common.The majority of workers adjust and become highly productive in an alternative ...
g. take the usual forty hour week, instead of it being five days of eight hours each, it can now become four days of ten hours each. Job-sharing is a particular structure of part-time work, where two, people share a job throughout a working week. Permanent part-time work is the employee working in a permanent position with an organization, but doing fewer hours within a working week than a full-time employee. Working from home or telecommuting is when the ‘commute’ part of the working schedule is replaced with electronic access to the workplace. Telecommuting offers the individual the potential advantages of flexibility, the comforts of home, and choice of locations consistent with one’s lifestyle.
As Congressman Wolf, a leading champion of telework, has said in a 2001 press release: .”.. teleworking offers additional benefits for both employees and employers. According to the International Telework Association and Council (I TAC) telework results in increased productivity and worker retention. AT&T, which has more than 25% of its workforce teleworking on a regular basis, has found fewer people taking sick leave, better worker retention and higher productivity since making teleworking an option to employees.” (Telework.
The Term Paper on Why Organizations Should Implement Flexible Work Hours
... (Flexible Work Arrangements) Advantages and disadvantages of implementing flexible work hours Implementing flexible work hour schemes has a lot of benefits: -By choosing a suitable time slot employees can ... to 1999 after implementing flexible work hours. Abacus International reported reduction in employee turnover and higher job satisfaction after introducing flexible work hour schemes in 1998. The ...
com 3) A few benefits come from particular flexible work practices. For example, in job-sharing it can bring a more diverse mix of skills can be brought into the job, and in case of absence, a sharer can cover for the other, if terms are mutually negotiated. Hours of operation may be extended to satisfy customer service and production needs without incurring overtime, and it can reduce absenteeism as allowances can be made for appointments and the like. Flexible working hours allow flexibility in attendance patterns and use of flextime credit to take time off or days off to meet specific personal needs. Because flexible work arrangements have not been used widely by internal staff members, many people tend to think of them as a special benefit or privilege for employees. However, there can also be significant benefits for management as well.
The best arrangement is the one that most effectively addresses the employee’s personal needs or preferences and the department’s need to provide effective and efficient services. Sometimes these needs are in conflict and when this is the case, the department has the right to deny a request for a flexible work arrangement. However, with so many choices available, it is often possible to design an arrangement that meets the needs of both the employee and the department. There are numerous benefits for the implementation of flexible work hours, for not only the employee, but also for UPS. For the employee, it provides for family friendly work practices by allowing employees to meet dependant care responsibilities, it enables employees to combine work with other responsibilities and interests, it allows for greater job satisfaction because work can be completed when motivation and energy levels are high.
Furthermore, it reduces the need to take leave without pay and other leave provisions allotted by UPS. For UPS, it increases the ability to adapt staffing levels according to seasonal demand and customer requirements, increases staff motivation and commitment because staff needs are met, increases competitive edge in attracting and retaining employees. In addition, it improves customer service through flexibility in staffing arrangements, reduces absenteeism, reduces overtime costs, and it accommodates the various needs and circumstances of employees. The reduction of peak – hour traffic flow, the reduction of fuel consumption needs and the improvement of air quality that we breathe are some additional benefits of flextime. As with most programs, there always has to be some negative issues that UPS will need to address. Technology is playing a major role in the way work is performed and the idea of measuring accomplishments rather than hours can create problems.
The Term Paper on The Impact of flexible benefit plans on employee satisfaction
Introduction In today’s day and age, compensation packages have evolved to include perks and benefits that were unheard of a generation ago. With the world progressing and people’s wants and needs shifting, in order to stay competitive in order to attract, retain and motivate the kind of people who are committed to the success of an organization, it may necessitate a complete flexible compensation ...
If companies do not measure how many hours employees work but instead measure whether they get the job done, how do they decide what the job should entail. Another obvious issue that will definitely arise is the abuse of the flextime benefits. The impacts of flexible work schedules on this organizational structure can be quite significant unless, UPS devises a well-crafted plan that will enable the proper management of performance under flextime schedules. The workforce of tomorrow will be older, more culturally and ethnically diverse, and will consist of more female workers than ever. This diversity will require the employers to find new and innovative approaches toward managing human resources and delivering services. To succeed, UPS must successfully compete for skilled workers; and it must be able retain them by providing challenging job opportunities and the flexibility to accommodate family responsibilities and other activities outside work.
Flexible and compressed work schedules that are carefully planned and implemented can help make employers more competitive and efficient in the timely delivery of quality services. Therefore, collective bargaining should be undertaken with the goal of establishing flexible work schedules that support work and family programs, encourage the participation of employees and management, and set up administrative controls necessary for the professional operation of UPS. It is therefore important for UPS to consider implementing flexible work arrangements in order to meet their objectives of attracting, motivating, and retaining employees. In offering alternatives to the employees of UPS, I would additionally suggest that a combination of these benefits be extended to UPS employees, provided that this system is not abused by anyone individual. I would implement a mandatory electronic scheduling system where each employee will be responsible for updating on a daily basis as to his or her schedule for that week.
The Essay on Alternative Work Schedules 2
Alternative Schedules offer both the employer and employee a versatile and innovative work scheduling program in the work place. In recent years, the importance of flexible and compressed work schedules have been enhanced by the emergence of work and family issues. As the workforce ages, becomes more culturally diverse, and women make up a greater percentage of the work force, management ...
Those employees that fail to follow this procedure will not be allowed to combine the AWS instead will need to utilize one system at a time. AWS has many added benefits to both the organization and its employees and I strongly urge our CEO to integrate these proven systems into our work environment. Reference: Schermerhorn, J. R.
, Hunt, J. G. , Osborn, R. N. (2002).
Organizational Behavior. United States: Wiley. Telework: A Management Priority A Guide for Managers, Supervisors, and Telework Coordinators. Retrieved on September 8, 2003 from the World Wide Web at web.
