Study Notes: People Management

Flexible working hours - overview

A system of flexible working hours gives employees some choice over the actual times they work their contracted hours. Such a system can be a good way of recruiting and retaining staff - since it provides an opportunity for employees to work hours consistent with their other commitments (e.g. child care).

Most flexible working hours schemes have a period during the day when employees must be present. This is known as "core time". A typical core time would be 10 00 a.m. to 4.00 p.m.

Other than the core time, employees may choose when they start and finish work within flexible bands at the beginning and end of each day. These bands are typically 08:00–10:00 and 16:00–18:000. However, there is wide scope for variation depending on the core time, the hours the work place is open and the nature of the business.

Some schemes also have a flexible band during the middle of the day so that employees have some choice over the time they take their lunch break.

Contracted hours (the total hours an employee must work according to their employment contract) are achieved by employees working the core time plus hours of their choice during the flexible bands over an agreed period. This period is known as the accounting period and is typically four weeks long. Some schemes allow for an excess or deficit (within set limits) to be carried over to the next accounting period. Hours are credited for absences such as sickness or holidays.

How to introduce a flexible working hours scheme

The introduction of a flexible working hours scheme requires care and needs to be carefully planned by all those likely to be affected. Experience suggests that a joint "working party" comprising representatives of management and employees is usually the best approach and any recognised trade union should be fully involved. The working party should consider:

• Whether the scheme is to be voluntary or compulsory

• What type of recording system should be used (eg manual, clocking or computerised)

• How flexibility should be built into the bands

• How sickness, absence and late attendance should be treated

• Arrangements for managing and monitoring the scheme (e.g. monitoring the effect on production or customer service levels)

When the details have been agreed there should be a trial period of, perhaps, three months to help identify and eliminate any problems.

Advantages of flexible working hours

• Employees have greater freedom

• Can make traveling easier (e.g. avoiding commuting during the normal rush-hour)

• Improved morale and reducing absence and lateness

• Reduction in overtime and less lost time since long lunch breaks or late arrivals are not recorded as time worked

Disadvantages of flexible working hours

• Costs involved in administering the scheme

• If the premises are open longer, there may be increased costs for lighting and heating

• Employees will not be in work at certain times and therefore it may not be suitable for organisations where continuous cover is necessary.

HRM Strategy

HRM introduction  HRM objectives  HRM influences  Hard & Soft HRM  

Organisational Structure

Org charts  Delayering  Span of control  Centralisation & decentralisation  Matrix structures  

Motivation at work

What is motivation?   Theory - Maslow  Theory - Herzberg  Theory - Taylor  Theory - McGregor  

Financial motivation  Pay Package  Time rate  Piece rate  Commission  Performance pay  

Share options  Job rotation  Job enlargement  Delegation & empowerment  

Recruitment & Training

Recruitment intro  Internal / external  Job descriptions  Interviews  Job analysis  

Job advertising  Person specification  Training - intro  Induction training  On-the-job training  Off-the-job training  

Workforce planning

Workforce planning  Flexible working  Benefits & issues  Labour supply  Workforce roles & workload  

Annual hours  Job sharing  Temporary staff  Teleworking   Flexible hours  

Communication

Overview  Barriers  Benefits  Employee Representation