Wk3: Mini Lit Review, Wk4: Mini Lit Review, Wk5: Mini Lit Review, Wk6: Mini Lit Review

6

Wk 3: Min Lit Review: Reduced Work Schedules

Trae Clavo

Doctor of Business, University of Trevecca

Current Topics in Leadership and Management (Bus-8010-O06.2)

Dr. Robert Roller

June 3, 2022

Wk 3: Min Lit Review Comment by Robert Roller: These should all be centered the same way.

Reduced Work Schedules

Abstract

The production case for them is the ability of flexible work schedules to promote employee retention and recruitment, job contentment, and organizational obligation and decrease work-life conflict. However, it seems evident that those offering work-life balance policies would create a center of attention for a company and that putting these practices in place would enhance work attitudes. Despite flexible work schedules, employee adoption may be limited due to concerns that employing work-life practices would result in fewer opportunities for advancement or perceptions of the employee as less committed to the company. A favorable business culture, cooperation, effective communication, and performance management may be at the forefront of addressing this issue. To complete the literature on flexible work schedules, the article explored the many types of flexible work schedules and their underlying theoretical underpinnings. It also looked at the characteristics that make flexible work schedules function and the possible outcomes.  Comment by Robert Roller: undefined Comment by Robert Roller: Citation needed. Comment by Robert Roller: What article? Are you talking about this paper?

Introduction

Flexible work schedules are described as how individuals are allowed to choose and manage their work schedules in an organization or workplace. In the twenty-first century, flexible work schedules are a significant concern. However, only recently, these methods were seen as advantageous to both workers and employers (Wheatley, 2017). Flexible work hours have been shown in studies to contribute to corporate profit in a favorable, although indirect, way, as reviewed by (Abdirahman, 2018). Organizations and workers have recognized the practices' potential benefits of creating a happy workforce, improving employee well-being, lowering absenteeism, increasing employee engagement, and improving organizational citizenship behavior (Dizaho et al., 2017). Individuals with flexible work schedules can choose and manage their work schedules.  Comment by Robert Roller: How? And according to whom? Comment by Robert Roller: Incorrect placement of parenthesis. It should be as reviewed by Abdirahman (2018).

Theoretical Framework Comment by Robert Roller: This should be centered on the page. Your first line indent setting is making it so this is not in the center.

The work/family border theory aims to clarify how individuals manage to create a balance among their personal lives and their professional obligations and the borders that exist between these realms. The concept that work and family are two separate worlds or spheres that have an impact on each other is central to this philosophy. Similarly, Wheatley (2017) used Signaling Theory to describe how flexible work hours might lead to favorable impressions. Organizations that provide flexible work schedules demonstrate their commitment to their employees' well-being by enabling them to respond to individual needs such as child or elder care, exercise, and professional growth. Comment by Robert Roller: Citation needed. Comment by Robert Roller: childcare or eldercare

Employees and their employers engage in a two-way exchange of perceived promises and duties, explained by the psychological contract theory. It is open-ended conformity regarding what the workers and the corporate anticipate offering and get in the job relationship, according to (Perkins et al., 2022). The contract is a reciprocal and dynamic agreement. Employees look forward to being treated reasonably as human beings, being given jobs that utilize their abilities, being compensated fairness according to their involvement, being able to demonstrate proficiency, having an opportunity for further development, knowing what is anticipated of them, and being given response on how well they are doing, according to (Perkins et al., 2022). Comment by Robert Roller: see comment at top of page Comment by Robert Roller: word choice Comment by Robert Roller: see comment at top of page

Methodologies

Psychological Abstracts were used to conduct computer-assisted literature searches, index business periodicals, and abstracts of dissertations. The following key phrases were used in these searches: Alternative work schedules, including all types of reduced workweeks and flextime. There was also a systematic search of all information published under the comprehensive phrase work schedules. Reference lists of multiple review papers, websites, and journal chapters were combed, and closed and open questionnaires were distributed to all identified studies, workplaces, organizations, and big enterprises. Finally, more prominent companies that were said to adopt alternate work patterns were approached and questioned for data. Comment by Robert Roller: This appears to be copied from somewhere. And it is not appropriate for this paper. It implies that you distributed questionnaires and that you approached and questioned companies, which I am sure you did not.

Contributions and Limitations

Previously, according to the article by (Austin-Egole et al., 2020), it was considered that flexible work schedules benefited only workers at the expense of the organization; however, research has proven that these strategies benefit both the company and the individual. (Austin-Egole et al., 2020), opined that enhanced employee safety and health, less work-family conflicts, organization effectiveness, employee development and growth, and individual job flexibility are just a few benefits. On the other hand, (Wheatley, 2017) argued that reducing staff hours may result in a "cost of opportunity" in the form of lost sales; therefore, I support his review. If employees work less frequently, you risk losing a potential sale to a competitor, mainly if the corporate climate changes fast. You may lose an employee if they are dissatisfied with their pay (Kurkland & Bailey, 2022). Dissatisfied employees may become less productive, resulting in lower income. In addition, I opine that a worker's reduced hours compared to other workers may be interpreted as favoritism, reducing his morale. In this situation, a hostile working environment is formed, which may influence your business. Comment by Robert Roller: Incorrect placement of parenthesis. Comment by Robert Roller: ditto Comment by Robert Roller: ditto Comment by Robert Roller: Not appropriate. (1) Only the third person is used in APA, unless a professor allows otherwise. (2) This is a literature review. It’s not an opinion piece. You are supposed to be reporting on what you find in the literature, not taking an opinion on it. Comment by Robert Roller: Second person is not allowed either. Say “a company” or “an organization” or “a firm.” Comment by Robert Roller: For whom? Comment by Robert Roller: No, you don’t. Not in a lit review.

Conclusions and Recommendations

In conclusion, organizational effectiveness is usually connected to flexible work practices. Making these strategies available to employees gives organizations a competitive recruitment advantage by boosting job seekers' perceptions of expected organizational aid, especially for those who may require it owing to caregiving responsibilities. Moreover, flexible work schedules enhance employee engagement in and duty to the organization as symbols of corporate concern for employees. As symbols of the organization's concern for employees, flexible work schedules enhance staff involvement in and obligation to the organization. These approaches may also encourage positive job-related perspectives, work output, and interactional behaviors by supporting positive interaction; as symbols of institutional consideration for the workforce, flexible schedules encourage individual interest in and responsibility to the organization. If employees take advantage of provided flexible work schedules, they may be able to save money for their employers by working longer hours and being more productive. Comment by Robert Roller: You are implying the wrong direction of causality.

References

Abdirahman, H. I. H. (2018). The relationship between job satisfaction, work-life balance, and organizational commitment on employee performance. Comment by Robert Roller: Where’s the rest of the reference?

Austin-Egole, I. S., Iheriohanma, E. B. J., & Nwokorie, C. (2020). Flexible working arrangements and organizational performance: An overview. IOSR Journal of Humanities and Social Science (IOSR-JHSS), 25(5), 50-59.

Dizaho, E. K., Salleh, R., & Abdullah, A. (2017). Achieving Work-Life Balance Through Flexible Work Schedules and Arrangements. Global Business & Management Research, 9. Comment by Robert Roller: Only the first word should be capitalized.

Hazak, A., Männasoo, K., & Virkebau, M. (2017). Effects of work arrangements on creative R&D work outcomes. Eastern European Economics, 55(6), 500-521.

Kim, J., Henly, J. R., Golden, L. M., & Lambert, S. J. (2020). Workplace flexibility and worker well‐being by gender. Journal of Marriage and Family, 82(3), 892-910.

Kurkland, N., & Bailey, D. (2022). The advantages and challenges of working here, anywhere, and anytime. Comment by Robert Roller: Missing one-half of the reference.

Perkins, G., Gilmore, S., Guttormsen, D. S., & Taylor, S. (2022). Analyzing the impacts of Universal Basic Income in the changing world of work: Challenges to the psychological contract and a future research agenda. Human Resource Management Journal, 32(1), 1-18.

Wheatley, D. (2017). Employee satisfaction and use of flexible working arrangements. Work, employment, and society, 31(4), 567-585.