In the design and development department of China's small and medium-sized electronic game companies, flexible human resource management will have an impact on employee loyalty.

EFFECTS OF FLEXIBLE HUMAN RESOURCE MANAGEMENT ON EMPLOYEE LOYALTY

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2. firs of all ,thank you for your excellent work !

But please add some content about chinese small and medium electronic game companies for those two parts, it’s my research object ,so we need some discussion.

EFFECTS OF FLEXIBLE HUMAN RESOURCE MANAGEMENT ON EMPLOYEE LOYALTY

INTRODUCTION

Flexible human resource management (FHRM) remains a practice of management to indirectly or directly affect the employees learning capability, behaviors, and skills. It is accomplished via management flexibly like flexibly adjusting employment mode, employee structure, incentive plan, and plan for training. The studies about HR flexibilities begins from the 1990s that is premised on resource theory as well as core competence theory. HR flexibility probes how businesses adjust to altering the surroundings and uphold their corresponding competitive edges via flexible FHRM strategies. Such a flexible management model offers distinguished insights from conventional HRM with respect to management objectives and the role alongside strategic stance.

The emphasis of FHRM lies in improving the employees' flexibility of behaviors, skills, and functions in accordance with the needs of the organization. This practice encompasses a sequence of HRM strategies to influence the psychology of employees, guide their respective behaviors as well as ultimately accomplish and align organizational and personal objectives together. Thus, this paper subdivides FHRM into trio-dimensions including functional flexibility, extended skills, and behavior flexible strategy (FFS; ESS; and BFS). These trio dimensions remain premised on the classification by Martínez‐Sánchez (2011) of FHRM measurement.

The following table (1) outlines the differences between traditional HRM and FHRM

According to Capnary et al. (2018), HR remains a significant aspect of the organizations. Every process in the organization or company shall never be capable of running properly in case the organization never has or having a lack of HR in performing a process within the company. Accordingly, the organization has to have strategies linked to acquire as well as uphold the HR availabilities inside the firm. A major strategy performed by companies for retention of such employees is the provision of flexible work or better called Flexible Work Agreement (FWA). Work flexibility is provided as a variation form when working, hence making the employees never feel bored. Possenried and Platenga (2011) study argued that FWA has major 3 categories including scheduling flexibilities (scheduling); location flexibilities (tele-homeworking) as well as time flexibilities (part-timing). Shagvaliyeva and Yazdanifard (2014) study established that one of the work flexibilities which is a flexible working hour might be summed up as the organizational members' abilities to control the working hours duration premised on work location (outside workstation) and the abilities to accomplish these schedules of work given by the company. Providing work flexibilities offers the benefit for both employees and the organization. For the company, the labor flexibility provision can appeal to, obtain as well as retain the employees of the firm with desirable qualities in their respective companies (Casper and Harris 2008).

Flexible working hour's implementation might surge the sense of responsibilities alongside the work-life balancing of the employees in the Company (Hofacker and Konigm 2013). Moreover, flexible working hours further have a good effect on the mental-health of employees of the Company by lowering their levels of stress (Lewis and Humbert 2010). The employees' mental health has an optimistic influence on the job gratification of the employees (Kreitner and Kinicki 2012).

One of the organization's strategies to retain their employees is to implement flexibility of work by providing a balance between life forms as well as employees' work, or better called a work-life balance. Work-life balance has been defined by (Clark 2000) as the satisfaction as well as function at the work as well as at home, with the least conflict role. The employees, with the work-life balance, can have the personal ability to meet their work commitments and families' commitment and responsibilities as well as activities of the other non-work (Parkers and Langford 2008). Granting work-life balance has a significant effect and positive influence on the employees' low enthusiasm to leave the firm, boost performance as well as satisfaction with the job (Cegarra-Leiva et al. 2012).

One of the various factors which dictate why the organization selecting to use the work-life balancing is where the firm is conquered by gen Y or normally known as the millennial gen. Applying work-life balance remains regarded as significant, specifically if it is provided to the employees of the organization with the millennial gen background that have paid increased attention to the work-life balance (Zemke et al. 2000). Ninety percent of millennials shall shift to the brand and the companies capable of realizing their ideals while sixty-four percent of them select a job based on their appetite in the sense that they include electing jobs with salaries which are smaller as opposed to the drudgeries (Redpepper 2015). This study further discovered that 45 percent of the millennial gen spent over 1-hour shopping online as well as spending between 20 and 21 hours of the time daily for social media access. The basis of such reasons remains a job which never matches their interests, the surrounding that stood inappropriate, or a conflicting association with the employer. This remains buttressed by the views of Seppanen and Gualtier (2012) that indicated that the millennial gen works best whenever provided with vibrant guidance, in frequencies as well as receive fast feedback from superiors and colleagues, in a setting, clearness, and autonomy. They favor working in teams as well as make a cohort decision. They never leave room for any ambiguity as well as a slow process. They acknowledge trust as well as transparency.

Several corporate companies are employing the flexibilities of working hence building a work-life balancing in their respective firms, which include startup firms. Work flexibility as well as the work-life balance has been implemented in certain companies with a consideration of the age of employees between 19 and 36 years (millennial generation). The work-life balance has been implemented in terms of working hour flexibility and workplace flexibility. Companies anticipate having a balance between life and work of employees to ensure that their employees are gratified in their respective jobs as well as feel loyalties to the organization whereby they are working. Gratification among employees as well as employee loyalties remains a significant variable in maintaining the employees' insider the company or organization.

The studies have shown that workplace flexibility has a positive as well as a noteworthy influence on employee loyalty and gratification. Work-life balance has been shown to have a partial interceding effect on the employees' loyalty. Diverse results were acquired on the effect of intercession on balance (work-life) in the association between employee satisfaction and labor flexibility. The outcomes show that work-life balance has no mediating effect on the association between employee satisfaction and work flexibilities. On the basis of these findings, it is deduced that work flexibilities given by firms has an effect on employee loyalties and satisfaction, specifically if linked to the features of the millennial generation. Nonetheless, several variables must be improved by organizations. The flexibilities of work have a constructive as well as substantial influence on the employees' loyalty and further the mediating impact of work-life balancing to the association between loyalty & work flexibility. These outcomes connote that providing the flexibility of a startup firm to the employees with millennial backgrounds might yield a work-life balance of employees which subsequently affects as well as the impact on employee loyalty. Thus, the grander the flexibility of work offered by the organization to the employees, the greater the work-life balance as well as employee loyalty to the organization.(4.add references)

With effective communication patterns, the proximity between employees running the flexibility of working with counterparts and superiors within the office remains retained in order that it might establish a sense of employee loyalty. Specifically, if it is linked to the features of a millennial gen wanting increased proximity with their superiors and colleagues and remain collective.

The paper seeks to explore the relationship between employee loyalty and flexible human resource management by examining the various kinds of flexible employment arrangements including functional, behavior, and extended skills flexibility. It is expected that the study will confirm that in the design as well as the development department of China's small and medium-sized electronic game companies, flexible human resource management (FHRM) shall have an impact on the loyalty of the employees. Specifically, this study is intended to confirm three specific hypotheses including; functional flexibility is positively correlated to employee loyalty; expanded/extended skills flexibility is positively correlated to employee loyalty; and finally, that, behavior flexibility is positively correlated to employee loyalty. The following hypothesis is investigated.

Hypothesis: In the design and development department of China's small and medium-sized electronic game companies, flexible human resource management will have an impact on employee loyalty.

Hypothesis 1: Functional flexibility is positively correlated with employee loyalty

Hypothesis 2: Expanded skill flexibility is positively correlated with employee loyalty

Hypothesis 3: Behavior flexibility is positively correlated with employee loyalty

LITERATURE REVIEW

5.Please add those parts:

1.Relevant gaps, inconsistencies or unanswered questions should be highlighted and explored.

2.Major representative theories and models should be well explained:for example ,you can add Hofstede’s theory.

Organizations currently operate in an environment with unpredictable and unprecedented events arising from various factors including technological advances, or market globalization. These scenarios have compelled managers to make a drastic paradigm shift in guiding their respective organizations, and novel principles have surfaced for management of organizations in such conditions whereby timeframes for strategic decisions remain increasingly shorter. The escalated demand on the firms to have consequently called for a conforming staff of capable and flexible persons. In contemporary companies, proficiencies in the performing a series of allocated errands are never sufficient to assuring a sustained competitive edge, and elements linked to employee flexibilities are encompassed in the novel job performance standards.

HR flexibility has intrinsic orientation since it denotes the gradation to which staffs are possessing skills alongside behavior ranges which can offer an organization alternatives to pursue strategic options. Such employees, mobilized via the suitable HR practices, make up a source of competitive edges. Thus, researchers need to make significant attempts to disentangle the components and connotation of human resource flexibilities.

One of the mainstream characteristics of a flexible workforce remains the ability of the employees to accomplish a big number of different tasks. This notion equates to the idea of functional flexibility that connotes that employees can work on diverse tasks and under different scenarios and that the time and cost to mobilize workers into novel roles, jobs, or duties remain increasingly low. Thus, functional flexibility stays identical to workforce polyvalence or versatility that facilitates movements of employees between jobs or assuming responsibilities for manifold tasks from different jobs.

Furthermore, employees remain flexible whenever they are capable of learning fast to perform novel tasks that equate to the notion of skills malleability. Instead of emphasizing on the present competencies breadth, skills flexibility or malleability refers to how quickly and easily employees assimilate novel abilities and skills. In this respect, employees showcase skills malleability whenever they train as well as retain as essential, envision future skill needs, or demonstrate enthusiasm for novel approaches learning to undertake their respective tasks.

Flexible human resources are further marred by the display of behavior flexibility which is, by demonstrating a range of behavioral repertoires in diverse scenarios. Employees behaviors remain the sequence or scripts which employee embrace in their respective roles and tasks. In case an employee who has already applied a specific script in recurrent work scenarios chooses the same scrip to address a new scenario, her or his behavior remains regarded as rigid. Conversely, where an employee seeks a novel action sequence with which to undertake his everyday activities or encounter novel scenarios, his behaviors are considered flexible. Accordingly, these concepts entail a grander tolerance for non-routine conduct, in accordance with which employees adapt their respective responses to novel scenarios, premised on improvisation, and never on fixed action patterns.(6.Please add some references)

Flexibility

Work flexibility not solely encompasses hours of working or the workstation, yet further the division of labor, time-off working, the employment period, and part-time. The flexibility of work is usually known as FWA (Shagvaliyeva and Yazdanifard 2014). Atkinson and Hall (2011) study defined work flexibility as the employees’ ability to control their decent work duration from any site anchored on the scheduling which the organization has provided. Deshwal (2015) indicates that FWA has a divergent shape on the working hours often. The disparity is in the hours as well as working periods in the sense that employees can perform their tasks on time when and wherever they wish. Deshwal (2015) further argued that labor flexibilities are a form of planning of the company against its employees without the intention of lowering the working hours of the employee. Albion (2004) study identified four categories of work flexibility including that permit working hours variation devoid of salary loss like flextime, supple shift arrangement & tele-commuting, the setting in terms of decreased wages and hours, paid as well as leave privileges linked to the families, as well as provision ad hoc to the unanticipated scenarios.

Loyalty

Iqbal et al. (2013) held that employee loyalties is well-defined as a situation where employees have a commitment to organizational success and believe that working inside their organizations remain the best alternative. Nasiri et al. (2015) defined employee loyalty as the feeling an employee would be having on the organization. In the presence of loyalty, employees of a firm have a sense of responsibilities to the company that has donated towards participation in organizational building besides development. Loyalty to the Company might develop a reliance on the company's employee's association, a firm sense of belonging, communal responsibilities, self-assurance in the company, and aligning with voluntaries as well as tendencies to adhere to the current regulations on the company. According to Mehta et al. (2010), two types of employee loyalty have been flagged out which include internal and external loyalty. While the former loyalty includes the feeling concerned regarding the affiliation as well as a commitment to the company, the latter loyalty refers to that given by the organization via regulations and programs.

Workforce Flexibility Strategies

There remain 4 strategies of workforce flexibilities including internal, external, functional/qualitative and numerical flexibilities. Of the 4 flexibility strategies, internal flexibility entails the management of variations and/or vicissitudes in the demand for labor by utilizing the current staff at the workstation like flexible hours for working as well as overtime. External flexibilities entail the utilization of labor drawn from the outside labor marketplace where needed like the utilization of provisional contracts. Numerical flexibilities encompass making disparities to the quantity of work completed by workers like altering the quantity of working hours via shift-work. Functional flexibilities entail making differences to the work content with respect to the qualification of staff like job horizontal and rotation; besides vertical skills incorporation.

Strategies for workforce flexibility are aiming at addressing the changing environmental needs a part of organizations' strategic approach towards HR management. Nationally, these strategies assist in mitigating unemployment, promoting competitiveness, and hence improving economic performance. Accordingly, such flexibility strategy has the increased prospective of promoting societal results of work redistribution between the unemployed and the employed. At an organization level, staff flexibilities strategies assist in making vicissitudes to the workforce composition as a means of hiring besides retaining the employees. The utilization of workforce flexibilities strategies have surged in the course of the latest past and anticipated to stay prevalent in the coming ages. (7.add references)

Nonetheless, past studies have given proof that staffs feel increasingly strained, conveyed grander displeasure for flexible provisions, and felt increasingly less gratified with the kind of the consultation besides communication occurring before the introduction of such workforce flexibilities (Haines et al. 2008). Such issues raised increased concerns regarding the HR function role in the management of the employees' expectations as well as experiences in the workplace. Accordingly, it remains imperative to comprehend the reactions of the employees to workforce flexibility strategies. This understanding might give useful info for strategic decision-making hence permitting appropriate apprises to be effected to deter the workplace conditions' worsening.

Internal Flexibility-Flexible Work Hour Arrangement

The conventional rigid eras that full-time staffs begin and complete the working day remain substituted in supple work hour arrangements with certain liberty for staffs to select their everyday commence and closure times. Even though there remain dissimilarities in its arrangement, the fundamental model of FWHA often comprises of 5 interconnected constituents:

· A bandwidth within which each hour has to be worked

· An essential time period which every employee is needed to be working

· A supple hours band before, afterward, or in-between central times which permits staffs to exercise nominated alternatives about their attendance in or nonappearance from the workplace

· Banking that permits carrying over of extra or scarce hours worked

· Erraticism of schedule-employees' autonomy to fluctuate work hours from an era to the next deprived of advanced endorsement from a corresponding superintendent

The overhead constituents of FWHA dictate the degree of flexibilities allowed to staffs. The FWHA might operate as a share of HR benefits packages provided to workforces; it could be embraced in expert, operational, or managerial contexts (Wickramasinghe and Wickramanayake 2013).

In reaction to the donation of a FWH framework, workers' general constructive feelings to the employee surges, which might give back with grander company pledge, decreased strain level, and surged job gratification (Wickramansinghe and Jayabandu 2007). These positive or desirable conduct are established because of a range of reasons. Firstly, employees might observe that the proposing of FWHA is denoting its concerns for the provision of work designs that enable the employees to blend work with personal lives (work-life balance). Secondly, a person usually involves in a social contrast course and might liken his or her scenario to counterparts in other firms that never give FWHA. Those contrasts might boost the worth of a psychological agreement with the Company. Thirdly, FWHA might offer a setting for the additionally efficient use of the human twenty-four-hour clock. Such might lower the level of anxiety, that is, work entrance associated stresses as well as stressing over the work as well as non-work period requires encountered by certain staffs (Haines et al. 2008). Female employees might become increasingly probable to display an increased level of company vow, retention as well as job gratification than male employees where they view that a family-reactive policy remains offered by the organization than when it is never offered (Wickramansinghe and Jayabandu 2007). Moreover, organizations with FWHA remain more appealing to job seekers as opposed to firms with a standardized work framework. It is further recommended that whenever workers get habituated to FWHA, they remain less probably to join some other firms where such a system is never offered. All these could contribute to the adjustment of the workplace by allowing a surged alignment between the employees' abilities and their abilities' requirements for a given job.

Generally, constructing on the overhead appraised literature, as HRM practice, FWHA offers significant benefits to both employees and employers, whereby the former develop work designs that expedite them to blend work into personal-life devotions whereas the latter experience surged attraction rates as well as reduced rates of employee turnover-improved loyalties. Thus, the hypothesis is not rejected as it confirms indeed that flexible human resource management practices through flexible work hour arrangement positively impact the loyalties of employees, specifically female employees, and married employees have shown increasingly positive evaluation compared to single and male employees.

External Flexibility-Permanent versus casual employment status

Permanent versus casual employment status remains a major benchmark of the exchange association between the hiring firm and its staffs. Permanent employment arrangement (PEA) encompasses the “standard” model of year-round-full-time service with statutory benefits/ gains, opportunity for training as well as progression besides job securities (Louie et al. 2006). Besides this PEA, lays a non-standard employment framework involving seasonal, casual, probationary, fixed-term, alongside apprentice. The present study looks at casual employment arrangements (CEA). CEA is acknowledged as an unprotected kind of employment without several standard benefits, forms of protection, and rights as opposed to PEA (Sanding 2008).

Nonetheless, it is recognized, conversely, that casual employees get employed at the same company for an extended tenure period. Louie et al. (2006) acknowledged that as "permanent casuals' whereby the casual employees stood allocated to undertake routine jobs with extended tenure periods. Conversely, casual employees remain made to undertake core functions that are increasingly essential than those of outlying functions. Generally, it is anticipated that these core functions to be undertaken by permanent employees while casual employees to perform the peripheral functions like casuals who remain loosely attached to the firm (Olsen 2006). In case permanent employees remain performing tasks alongside casual employees who further engaged in core activities, the acknowledgment of them as inferior to "superior' permanent employees becomes problematic. Secondly, this scenario exhibits the desire for management's behalf to surge the labor resources alignment to the organizational needs instead of treating employees with fair or equal opportunity commitment (Twiname et al. 2006). Thirdly, Saloniemi and Zeytinoglu (2007) argued that his scenario connotes rising inferior jobs as well as the asymmetrical labor force in the labor marketplace.

In the overhead contexts (PEA vs. CEA), there remains a rationale for us to suggest that the two cohorts of employees might exhibit variations in the views because of the features of the exchange relationship (Wickramasinghe and Chandrasekara 2011). Particularly, casual employees might have poorer attitudes and might display poorer outcomes of work; they never get embroiled in the culture of the organization (Wickramasinghe and Chandrasekara 2011). Accordingly, it is proposed that the work-associated attitudes of the job performance, job satisfaction, turnover intentions, absence as well as opportunity for the expansion of skills might be varied between casual employees and permanent employees. Thus, work-linked attitudes differ from the status of employment with casual employees depicting shoddier work-associated consequences than such of their permanent employees.

Numerical Flexibility –Shift Work

Shift-work permits organizations to make differences in the work quantity. In the shift-centric work scheduling, staffs succeed one another at the very workplace in shift ranging from 17 or 24-hour period on a certain unvarying basis from daylight to evening/night duration as the firm might direct. (Beers 2010). Firms using various shifts in covering a specific working day might structure shift scheduling in a revolving manner, whereby rosters often fluctuate between evenings, night, and day. Firms, alternatively, might utilize fixed shift scheduling, in which case, working hours as well as working days never rotate from week-to-week (Fullick et al. 2009). Thus, shift-work scheduling might vary significantly with respect to firms, timing as well as the duration of every shift and the speed of shifts’ rotation.

Whereas shift-work has certain benefits, it has been accompanied by a range of negative impacts on workers in contrast to the conventional working day. Certain studies have showcased that shift-work hastens operative employees allocation to particular shifts as well as financial paybacks such as surged revenue (Sakthivel 2007). Nonetheless, certain other scholars demonstrated that shift-work links to certain risks and costs (Haines et al. 2008). Petite as deprivation of one night of sleep significantly weakens sophisticated tasks like decision-making, plunged motivation, and abilities to control emotions of an individual (Haines et al. 2008). Shift-workers further find challenges in maintaining levels of performance because shift-work impacts their response time, speed, and accuracies of work performance following the evening hours start, and this condition is specifically genuine for revolving shift-workers (Burges 2007). Various periods of sleep loss might establish a sleep-debt that might have remarkable impacts on work performance. Conversely, several shift-workers have reduced tensions alongside a more relaxed pace on their night shift than in the course of the day due to less supervision as well as less disruptions from both management and clerical personnel. Moreover, shift-work might be beneficial to a families’ financial condition since it brings surged salaries (Fullick et al. 2009). Overall, such findings are calling for an improvement in the areas which stay harmful whereas enhancing or retaining such which remain advantageous to assist the businesses in flourishing at large. Premised on the reviewed literature above, it is suggested that the employees' appraisal of shift-work differs by age as well as marital status. It is anticipated that younger as well as single staffs might have an additional affirmative evaluation as opposed to married and older staffs.

Functional Flexibility-job rotation & horizontal and vertical skills integration

Companies might make vicissitudes to the work content in terms of employees' qualifications by design of jobs encompassing job rotation as well as horizontal besides vertical skills incorporation. In the context of manufacturing, functional flexibilities through job rotation as well as horizontal & and vertical skills incorporation establishes more competent as well as reliable conduct. It results in grander levels of trust anchored on the anticipation that others shall behavior in a useful way which is predictable and reliable in job duties performance. Overall, this functional strategy hastens the institutionalization as well as maintaining organizational alteration procedures and processes including lean production employment.

Designing lean production work demands shop-floor staffs who execute manifold errands, rotating between jobs, self-regulating work rapidity, making process improvement as well as monitoring the quality of the product themselves. Where numerical flexibility becomes unsuitable because of quality needs, customization, product differentiation, and continuous improvement, organizations must depend on functional flexibilities to allocate employees to tasks at the least cost. Functional flexibility permits to allocate employees in various prospective substitute jobs to which individuals’ skills might be practical (resource flexibilities), and to arrive at decisions on how employees with distinguished skills might get fast redeployment (coordination flexibilities).

Job designing is playing a key role in accomplishing functional flexibilities in lean production by allocating staffs to work in diverse capacity with different errands on daily basis (McDonald et al. 2009). This calls for employees to get rotated on the job tasks as well as provide training in multi-skills. Employee multi-skilling via training surges the flexibility to meet changing demand, creating a common sense of responsibilities as well as balance the workload between employees. Simply put, training offers resource flexibility with respect to the behaviors and skills of employees. Particularly, when a cohort of shop-floor employees getting training on successive errands, whether downstream or upstream, they might apply a range of talents and skills in a amount of prospective alternatives uses as well as work in diverse capacities (Wickramasighe and Wickramasighe 2016).

Generally, functional flexibilities permit staffs to be increasingly self-managers with vertical and horizontal synchronization. Consequently, the employees might enjoy task varieties, instant feedback on their individual performance, work speed self-regulation, a common sense of responsibilities, a well-adjusted workload between employees, besides social contact alongside collaboration amongst them (Wickramasighe and Wickramasighe 2016; McDonald et al. 2009). In the overhead setting, it is suggested that shop-floor employees in lean production might encounter competence supportive, initiative, and autonomy-supportive, as well as a social supportive workstations. Accordingly, it is proposed that autonomy-supportive, social support alongside competence support at the workplace has substantial positive impacts on job performance and hence employee loyalty.

Implications

Economies globally have increasingly been internationally codependent, ushering a novel form of relationship between the society, economy and state. China, like Asian economies, is moving to global market operations offering dynamic and liberal business surroundings; this remains anticipated to result in economic, strategic, and social welfares for the economy. China remains is major economy with a well-built HR base in Asia that helps greatly in state-led developmental initiatives. Alterations taking place with the operations of global business, especially the design and development of the small and medium-sized enterprises electronic game companies besides an increase in the cost of operations in the West surged the developing economies’ significance in the manufacturing besides export trade. These sectors significantly depend on human resources for success. Being a labor-intensive industry like SMEs, staff flexibilities show a novel form of arrangement of employment that might be extremely suitable for the business’ success. The findings outlined in this literature review have presented the interpretation of employees of their staff flexibilities strategies experiences as well as these results bringing forth practical and theoretical insinuations.

In terms of contribution to the literature, comprehending employees' assessment of their workforce flexibilities strategies' experience remains significant for many reasons. Firstly, companies progressively acknowledge the benefits of operating in a worldwide arena and the need to assume international strategies. Due to such development, there remains an increasing study interest in HRM in developing economies for growth and survival. In the previous 20 years, interest in staff flexibilities strategies has been rising, and the flexible HRM is usually cited as a desirable feature of employees and organizations. Flexible organizations might display surged abilities to change in reaction to changes in service or product market besides labor market conditions. An organization's ability, still, to adapt to the flexibilities rely to a big extent on the flexibilities displayed by its staffs that might be acknowledged via employees' clarifications. Moreover, every flexibility strategy reviewed here has diverse needs on the flexibility of staffs. The interpretation of employees offers useful info on staffs themselves, organizations, and the nearby societies-their workforce flexibilities strategy demands adaptation. Nonetheless, the major limitations of the previous studies lays, partially, on the fact that they entail a restricted amount of workforce flexibilities strategies. Thus, it remains sensible to provide all the workforce flexibilities strategies in a solitary study in an expanded context. However, Wickramasinghe et al. (2019) study has extended the deliberation of workforce flexibility through their analysis of all 4 flexibility strategies that are until lately been separately presented. The organizations studied by Wickramasinghe et al. (2019) study exclusively catered for the export markets. It remains essential to offer key info that might allow academics as well as practitioners to make rational and knowledgeable managerial decisions in a worldwide setting. All that makes up a mainstream disparity in the literature. Examination in this Wickramasinghe et al. (2019) study speaks to this divide by availing empirical proof of the interpretations by employees of their experiences of staff flexibilities, interest whereby it has been rising.

Secondly, the results of the literature review disclosed the significance of marital status and sex in shaping employee’s interpretations of flexible work hour arrangement (FWHA) as well as shift-work. It stood disclosed that in few elements what is wished by persons differ by their marital status and sex. Still, there stays a marked lack of study literature on the effect of staff flexibilities strategies on individuals. Additional study in this field is required to establish the factors that define responses to workforce flexibility strategies, hence permitting appropriate updates to be effected to deter the workforce circumstances’ deteriorations in the firms.

In respect to the reviewed literature contributions to the practice, first, Wickramasinghe et al. (2019) study revealed that attitudes of employees connote that FWHA instigates a range of changes in the QoL. It hastens the work as well as families needs' reconciliation and permits employees to balance those two responsibilities. Moreover, staffs have never disclosed indications whereby supervisors, as well as coworkers, responding adversely towards such taking the gains of FWHA, they have never had challenges in interacting with counterparts, and have never had feelings of disconnection from work. General, the staffs showcased a positive rejoinder towards FWHA. The results by sex remain further significant. Investment alongside trade liberalization of economies has established significant opportunities for employment for these, which include females owning sought-after skills. Even though it stood assumed that FWHA would be increasingly linked to the achievement of work-life balance for women than men, the results of the review of the literature indicated that regardless of sex, workers favor flexible work hour arrangement. Thus, it might be held that males equally share in family responsibilities in dual-income families. However, the outcome from the review of Wickramasinghe et al. (2019) study indicated that there remain certain discrepancies by sex in the attitudes of staffs towards flexible work hour arrangements, the mainstream of discrepancies are never noteworthy. This buttresses the argument that regardless of the sex, the staffs favor FWHA because it speaks to their significant work-life necessities. In this perspective, the FWHA implementation might be acknowledged as the adoption of increasingly welcoming strategies for operative use of the current staff.

Secondly, in line with the overhead, the outcomes imply that FWHA might be embraced as a mechanism for attracting employees. Thus, the outcomes of the review back the offering of FWHA as an enticement to the recruitment improving the organization repute as an employer of choice. It might, nonetheless, never be effective in employees' retention. Thus, the outcomes never give support for offering FWHA as an inducement to employee retention. Regardless of marital status and sex, respondents in Wickramasinghe et al. (2019) study held nearly identical perspectives in this respect. In this setting, the outcomes show that organizations must comprehend the needs of prospective workers as well as take into consideration the implications of FHWA on recruitment whenever they analyze costs associated with the FWHA provision.

Thirdly, as an external flexibility strategy, organizations utilize external labor via non-standard employment frameworks where possible, like casuals. Nevertheless, studies provide proof that the application of "long-term casuals" involved in core tasks alongside permanent employees might trigger HRM issues in the workplace. Particularly, the casual employees have reported lower levels of performance in the job, lower job satisfaction, absenteeism as well as opportunities for the development of skills. Still, organizations acknowledge the benefits of "long-term casuals" to lower non-unionization of the staff as well as costs of operation, besides tackling temporary employment scarcities. Nonetheless, such a trend leads to inferior employment conditions. The disparity in the system of labor regulatory has established a surrounding whereby unsafeguarded employment frameworks survive as well as blossom.

Fourthly, as a numerical flexibility strategy, organizations are making a variation of the work levels or amount by adopting shiftwork. Companies, specifically in the worldwide outsourced Information Technology sector, are using shift-work scheduling whereby staffs succeed one another at the same workplace in shifts on a certain routine base as dictated by the organization. In the worldwide off-shore outsourced Information Technology sector, IT specialists situated in diverse parts of the globe work together on the very project. Shift-centric work structures permit these organizations to effectively synchronize tasks of developing software between teammates. In this respect, IT specialists' evaluation of their respective shift-centric work structure becomes significant since they must bridge, override, routinely cross as well as transcend the time as well as place division to undertake their respective job duties. The outcome of the review shows that areas calling for improvements to facilitate IT professionals to optimize the gains of shift-work and to diminish the detrimental effects of shift-work on these employees. Accordingly, the results of the literature review give valuable info for professionals to effectively guide their actions to create appropriate work surroundings for shift-employees. Moreover, the results offer useful info for policymakers to be increasingly familiar with shift-work surroundings within which employers are operating and the effects of shift-employees on the firms and employees. Moreover, the outcomes of the review give valuable info for shift-employees themselves to get familiarized with the aftermaths of shift-work on them, their corresponding families as well as social lives.

Fifth, as a functional flexibilities strategy, the organizations are making changes to their work contents in terms of qualifications of employees via the adoption of job rotation besides horizontal & vertical skills' integration. The outcome demonstrated that functional flexibility calls for support from co-employees and supervisors to establish a common sense of responsibilities as well as balance the workload between the employees within lean production. A growing interest exists in comprehending strategies capable of being employed to make work settings motivating as well as surge shop-floor employee engagement. The significance of shop-floor employee adjustment has been essential whenever companies are adopting advanced technologies for manufacturing for both growth and survival. In this regard, as one of the strategies for workforce flexibility, the potential for functional flexibility remains highly promising in boosting employee loyalty.

The platform, finally, indeed for all the industries, remains better educated as well as employees; the hiring manager anticipates them to remain longer in their respective jobs. Employee retention as long as feasible connotes keeping them excited in these jobs. The workforce flexibility strategies' adoption implies past uncharted challenges as both stakeholders try to establish a working relationship that concurrently acknowledges and realizes the organizational and employees' needs. Because investment and trade liberalization and the private sector propagate strategies to evade workforce unionization. Each sector reviewed in this literature remains non-unionized. Thus, workforce flexibilities strategies need never to be regarded as a standalone strategy. Workforce flexibility might be acknowledged as a product of development in institutional surroundings instead of rational decisions that reached the level of the organization. At the organizational level, specific companies might adopt all 4 strategies concurrently, which makes workforce flexibility strategies as an integral fraction of the total approach towards HRM. This calls for an additional strategic approach to HRM. Moreover, there remains an urgent need to continually monitor its efficiency and effectiveness to identify required adjustments in its implementation acknowledging this as a desirable opportunity. Further, administering and adapting to a novel working arrangement-workforce flexibility strategies-could require training as well as policy planning in a range of areas like communication besides team working. Accordingly, the HR professionals' role in the process of adjustment to novel realities of flexible human resource management can never be negated in the management of employees' anticipations as well as experienced in the contemporary workplace.

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