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Current research on negotiated individualized flexible work arrangements focuses on highly paid, skilled professional workers. We refer to this as “flexibility through privilege,” the ability to obtain “flexibility I-deals,” due to high labor market power. Yet as work-life tensions grow across occupations globally, most individuals need increased access to flexibility. As the COVID-19 pandemic illuminated, work-life equality, the ability of workers to have equal access to, opportunity to use, and benefit from flexible working arrangements is a rising form of job inequality. We examine how existing flexibility i-deals can be reconceptualized more broadly to include collectively bargained arrangements across many occupations, and flexible working forms. Our essay advances understanding by (1) broadening notions of the typical employee and occupation involved; (2) expanding negotiation processes beyond an organizational sphere of control; (3) identifying new forms of negotiated flexibility such as control over work-life boundaries and technological availability; and (4) addressing not only employer-employee mutual benefits, but larger societal interests concurrent with new tensions and unintended consequences of mainstreamed implementation. We propose the term “collective flexibility” as the collective right of workers to customize their work schedule, place, workload, boundaries, connectivity, and employment mode with their employer and other stakeholders to benefit employers, employees, and society. We offer a future research agenda. Expanding how we frame and study what a flexibility i-deal is with a collective approach regarding how they are accessed, negotiated, maintained, and who they serve may enhance their potential as a lever for social change to advance economic, social, and health employment rights.

In the context of a wider trend to individualize HRM, this paper examines the relationship between flexible working arrangements and individual performance. Drawing on a range of theories, it examines potential indirect effects on employee performance via job satisfaction and organizational commitment and analyses whether these relationships vary according to whether the arrangement was set up through a formal process, or negotiated informally between the employee and their line manager. Extant research has tended to focus on formal arrangements, however, informal arrangements are widespread and may better accommodate work-life preferences, thereby potentially fostering more positive attitudes from employees. Survey data from 2617 employees in four large organizations with well-established flexible working policies are analysed. Results from structural equation models show average positive indirect effects from informal, but also negative direct effects, from formal flexible working. When two forms of flexible working amenable to being set up by both formal and informal means are examined separately: formal arrangements for flexibility over working hours are found to be negatively associated with performance, but also a source of greater job satisfaction; informal remote working arrangements have positive indirect effects via organizational commitment and job satisfaction on worker performance.

Contains fulltext : 165998.pdf (Publisher’s version ) (Closed access) The recent growth in self-employment has sparked scholarly interest in why individuals choose and remain in self-employment. Yet, relatively little is known about how self-employed workers enact their daily lives and what this means for their work–life interface. Self-employment is often presented as a means to enhance life choice and as enabling work and nonwork activities to be combined more satisfactorily. However, extant evidence on how self-employment is experienced is mixed, with some studies reporting long and irregular working hours and high levels of stress. Furthermore, the way in which self-employment is experienced may be influenced by national context – economic, institutional and cultural factors. In this paper, we develop a multi-level model which extends existing work on the Person–Environment Fit by incorporating factors relevant to self-employment. The model assists us to understand how contextual factors create both opportunities and tensions which impact the work–life interface of self-employed workers.

This paper argues that the study of work‐life balance to date has, in the main, adopted a restricted conception of both “work” and “life”, which does not take account of recent developments in life worlds, working arrangements and employment relationships. “Life” has hitherto been viewed as largely comprising caring activities for dependent children, whereas “work” has been premised largely on a traditional model of work, characterised by full‐time, permanent employment with one employer and a conventional understanding of what work involves. This means that extant research and theory only provides a partial view of the work‐life needs and experiences of the workforce. In the paper, we propose extending conceptions of both work and life to incorporate different life worlds and social groups and different working arrangements and employment relationships.

Purpose – The purpose of this paper is to examine the impact of new public management (NPM) style practices on public sector managers and in particular on the stress experienced by managers in the UK National Health Service (NHS). Although, ostensibly NPM liberates public sector managers to act more like managers in the private sector, the authors argue that it can also lead to negative work outcomes and high levels of stress. Design/methodology/approach – The authors used a multi-method approach, including 33 focus groups and 15 interviews involving 193 middle- and front-line managers in five NHS organisations; together with a survey of 611 managers in the same organisations. Direct and mediation effects were tested using structural equation modelling; qualitative data are used to illustrate the quantitative results. Findings – An indirect effect, but no direct effect, of NPM use on stress experienced by managers was demonstrated. The relationship between NPM use and stress was fully mediated by a series...

Purpose – To date, work engagement has been the domain of academics whilst organisation engagement has been the focus of practice. The purpose of this paper is to address the growing divide by exploring the construct clarity and discriminant validity of work and organisation engagement simultaneously, providing insight into how these constructs relate empirically, as well as investigating the nomological network of each. Design/methodology/approach – Empirical data were collected through online surveys from 298 employees in two multinational companies. Respondents were primarily managerial and professional employees. The survey included measures of work and organisation engagement, as well as work outcomes and organisation performance. Findings – The findings indicate that work and organisation engagement are distinct constructs, and have differential relationships with important employee outcomes (commitment, organisational citizenship behaviour, initiative, active learning, job satisfaction), and organisational performance. Practical implications – The findings provide opportunities for practitioners to explore the potentially unique ways in which different types of engagement may add value to jobs and organisations. Originality/value – The study takes important steps in bridging the academic/practitioner divide: the paper clearly demonstrates how the two concepts of work and organisation engagement relate to and complement each other as useful constructs for research and practice.

Line managers play an important role as implementers of performance appraisal, enacting procedures designed by the HR function. However, the actual employee experience of these procedures (which may differ from how they were intended or enacted) in terms of perceptions of justice in the process is likely to have consequences for levels of organizational commitment. Furthermore, based on signaling theory, the broader organizational climate, measured here in terms of the level of trust employees have in the senior management, sets the context in which this experience takes shape. Presenting multilevel analysis of 4,422 employees across 22 business units, we show that organizational units with high trust in senior management have both higher levels of commitment, and show a stronger link between employee perceptions of fair treatment by their line manager during performance appraisal, and organizational commitment. This provides initial evidence that the impact of line manager actions is important for employee-level outcomes but is also constrained by the organizational climate. © 2013 Wiley Periodicals, Inc.

This paper is concerned with examining the reactions of managers to the process of global restructuring in a large, multinational food-processing company. Much extant research concerning globalisation has focused on the wider economic, political and social outcomes. Perhaps surprisingly, relatively little attention has been given to how globalisation is experienced inside organisations. This paper examines how country-level managers have been affected by the move to a new global structure in their organisation. We present evidence of these managers feeling disempowered by global reorganisation and of a largely negative impact on their feelings towards the organisation they work for.

PurposeReward research has focussed on level (what individuals are paid) and structure (relationship between different levels of reward). Less emphasis has been given to reward mix decisions, i.e. the relative proportions of each element making up overall reward. This paper seeks to examine the determinants of reward mix.Design/methodology/approachInterview based research with reward consultants as key organisational observers and participants in reward mix decision making.FindingsBenchmarking has led to the development of reward mix norms. Organisations are under pressure to conform to these norms, moderated by leadership beliefs, the occurrence of events and the extent to which organisations' change capability can overcome strong institutional forces.Research limitations/implicationsThe results question agency theory based explanations of reward mix determination and point towards resource dependence and institutional theory perspectives being more suitable theoretical frameworks.Practical implicationsThe model developed allows reward managers to consider how the moderating variables, to the dominant mimetic pressure faced, could be manipulated for their firm to allow greater differentiation of the reward mix.Originality/valueAcademically the work contributes to a programme of research into reward determination from a constructionist perspective and aims to provide greater theoretical robustness to the subject. Practically, the findings may prompt practitioners to think more consciously about the drivers of their firm's reward mix. Policy makers may use the stronger theoretical base for understanding the determinants of reward mix choices and the extent to which organisational free choice and institutionally determined choice influence final choices in reward policy decision making.

Using exchange theory, this study examines how perceptions of employee voice, the employee–line manager relationship, and trust in senior management are related to organizational commitment. It is hypothesized that the direct relationship between perceptions of opportunities for employee voice and organizational commitment is mediated by the longer-term effects of the perceived employee–line manager relationship and trust in senior management. Multiple regression analysis of a sample of 2,291 employees in organizations undergoing significant change finds some support for this hypothesis, highlighting in particular the importance of trust in senior management as a partial mediator of the relationship between employee voice and organizational commitment. © 2011 Wiley Periodicals, Inc.

PurposeDrug treatment services in the UK have recently undergone significant expansion, alongside the introduction of a set of quality standards, which included the management of people. Consequently, voluntary organisations in this sector have been faced with the dual challenges of meeting these standards and simultaneously attracting and retaining additional staff in an already tight labour market. This paper aims to examine the response of voluntary sector organisations to these pressures within the wider context of the so‐called “contract culture”, whereby, in order to remain competitive, organisations have experienced continuous pressure on labour costs.Design/methodology/approachThis paper reports findings from a large‐scale nation‐wide survey and interviews with HR Managers.FindingsThe results showed that these organisations had a range of “good practice” HR policies in place and had made some progress in achieving the quality standards, although many struggled to recruit and retain suitable staff. The consequences of these findings are discussed in relation to the literature on both recruitment and retention and HRM in the voluntary sector.Practical implicationsThe paper has practical implications for resourcing practice within the wider voluntary sector.Originality/valueThe authors have provided a contribution to an under researched field through the examination of the challenges facing voluntary sector drug treatment providers in recent years.

PurposeThis paper aims to examine the practice of human resource management (HRM) in voluntary sector organisations providing substance misuse treatment services and to compare these findings with similar organisations in the public sector.Design/methodology/approachHRM practices are examined using a survey of voluntary and public sector drug and alcohol treatment provider organisations. The survey data are supported with a number of case studies and qualitative interviews with the HR managers of such organisations.FindingsThe data show that in many areas practice is broadly similar in the voluntary and public sectors. However, there are also a number of important differences, influenced by both their relative financial positions and the value‐led nature of the voluntary sector.Originality/valueRecent estimates suggest that over half a million people are in paid employment in the UK voluntary sector; however, relatively little is known about HRM within this sector. This paper provides a valuable insight into HRM within this sector and highlights the similarities and differences between this and the public sector.

In April 2003 the UK Government introduced the right for working parents to request flexible working arrangements under the provisions of the Employment Act 2002. This legislation has been widely criticised as providing only weak rights for employees, as neo-institutionalist business systems theory would lead one to expect in Britain?s ?Liberal Market Economy?. However, criticism of the law has to be tempered by understanding how it relates to practice in large companies and this paper investigates these practices. It finds that large companies have gone beyond the terms of the legislation, in order to establish themselves as ?employers of choice?. It is therefore argued that British practice, in reality, only partly conforms to the expectations generated by neo-institutionalist business systems theory.

Considers the relationship between business strategy and approaches to HRM. Theory suggests that certain approaches to HRM align more appropriately with different business strategies. Hence a new approach to business might suggest the need for a new approach to managing HR. Examines this relationship in more depth in the context of a new market development within the UK restaurant industry, the emergence of the so‐called “Designer restaurants”. Reports the findings on the conduct of HRM from a case study of three designer restaurants. Whilst some evidence of a move away from traditional (for the restaurant industry) approaches to HRM is presented, the findings do not indicate a clear relationship between business strategy and the approach to HRM. Discusses the implications for our understanding of the relationship.

Seeks to evaluate the policy of competitive tendering for ancillary services in the National Health Service, by reference to a number of case studies of catering services. Argues that the success of the policy was dependent on certain assumptions being met about the extent of competitive pressure and the potential for savings, largely labour cost savings, to be made. Shows by case studies that these conditions frequently did not occur and hence the policy was flawed. Furthermore, even where these conditions did occur, the evidence shows that a range of other factors influenced the extent to which labour cost savings could be made.

PurposeThe purpose of this paper is to explore the relationship between employees' perceptions of a particular subsystem of HRM practices (performance management) and their commitment to the organisation. In addition, the study seeks to examine the mechanisms by which these perceptions translate into employee attitudes and behaviours.Design/methodology/approachA total of 524 questionnaire responses were collected from four organisations in the UK.FindingsThe findings show that the link between employee experiences of high commitment performance management (HCPM) practices and their level of commitment is strongly mediated by related perceptions of organisational justice. In addition, the level of employee trust in the organisation is a significant moderator.Research limitations/implicationsThis is a cross‐sectional study based on self‐report data, which limits the reliability of the findings. The findings may also be specific to a particular context. However, the results by company support their generalisability.Practical implicationsThe findings lead one to believe that it is essential to observe the actual experiences of HCPM practices and outcomes at employee level, and to consider the broader organisational context, if one is to understand their effects on performance.Originality/valueWhen exploring the impact of high commitment work practices on firm performance, little attention has been paid to the employee perspective: employees ultimately are the recipients of an organisation's HRM practices, and as such their perceptions of these practices affect their attitudes and behaviour in the workplace.

This paper is concerned with examining the relationship between flexible working practices and employee perceptions of job quality. In recent years a growing number of employers in the UK have introduced flexible working options for employees in response to increasing concerns over work-life balance and the desire to be seen as an ‘employer of choice’. At the same time there has been considerable policy debate amongst the European Union (EU) over job quality and the need to create not only more, but better jobs. It might be expected that since flexible working affords a degree of choice to employees, it would impact positively on their perceptions of job quality. However, to date few studies have explicitly examined how flexible working can contribute to job quality. Where studies have examined outcomes relevant to aspects of job quality, the evidence is somewhat inconclusive. The research reported in this paper was designed to explore how lived experiences of flexible working have influenced employees’ perceptions of a range of job quality dimensions. The findings show a generally strong, positive relationship between flexible working and perceptions of job quality, but also that there are perceived costs to job quality, particularly in relation to longer term opportunities for development and progression, suggesting that the relationship is more co

The implications of government policy for public sector catering employees are considerable. Pay, conditions of service, hours of work, the effort‐bargain and staffing levels have all been altered to the general detriment of catering workers. There is now greater flexibility of working arrangements for these public sector workers, and managers find it easier to control industrial relations in this environment. Earlier results of research carried out to explore the impact of these changes are discussed and the situation assessed.

The impact of Government moves to put public sector catering out to competitive tender will severely affect some relationships between public sector catering management and staff, a range of employment issues, the skill levels of catering staff and the role of public sector catering management. The employment implications of the contracting‐out exercise in public sector catering in hospitals and schools are assessed.