The Importance Of Flexible Working And Psychological Contracts In Modern Organizations
Literature review of flexible working and psychological contracts
The report will be based on the analysis of the two major aspects or concepts that are related to the operations of modern organizations, namely, flexible working and psychological contracts. A detailed literature review will be provided with respect to the different views that are related to psychological contracts and flexible working as well. The effects of implementation of flexible working and psychological contracts on my organization is also an important part of the analysis that will be made in the report (Bessa and Tomlinson 2017).
As discussed by Bird (2015), flexible working is defined as the working based arrangements that allow the employees to implement changes in the timing, amount and location of their work process. The work process of the employees is based on the individuals and the organizations as well. Levels of flexibility within the work process is considered to be helpful for the ways by which organizational objectives can be achieved effectively.
According to Bohle (2016), other major advantages that are provided by flexible work based environment mainly include, improvement of engagement, loyalty and job satisfaction. The reduction of levels of absenteeism is affected in a positive manner by development of flexible environment within the modern organizations. Flexible environment within an organization is also helpful in increasing the productivity levels of the employees which is further able to affect the organizational effectiveness as well (Brady and Briody 2016).
Flexible work environment can also be defined as the ways by which a work process is developed which is able to suit the needs and demands of the employees in an effective manner. The flexible timing of starting or finishing the work or work from home based options are considered to be a major part of the flexibility of work environment. The flexibility is provided based on the levels up to which an organization is able to provide work options to the employees in order to increase their productivity levels (Lemmon et al. 2016).
The different types of flexible working arrangements that can be considered by the organizations include, part time working, term time working, job sharing, flexitime, compressed hours and annual hours. The organizations can thereby aim at implementing any of these processes in order to ensure effective levels of productivity and increase the profitability as well (Moen et al. 2017).
A survey that was conducted by CIPD of the HR managers in the year 2014 had depicted that the employees who work in different modern organizations are provided with some options that are related to flexible working. The employees have however not been able to use the opportunities that are provided by flexible timings and work environments as well (Pohl, Bertrand and Ergen 2016) The international surveys have showed that flexible timing or part time work based activities are performed by the organizations in the United Kingdom much more than OECD countries (Brady and Briody 2016).
Effects of flexible working and psychological contracts on productivity and employee engagement
As discussed by Guo, Gruen and Tang (2017), psychological contracts are mainly based on the unwritten expectations related to employment relationships that are different from the formal or codified employment related contracts. The employment contract or psychological contract are able to define the relationships that are developed between the employers and the employees (Huang and Lin 2016).
I am a part of a retail based organization named Zara. As discussed by Townsend, McDonald and Cathcart (2017), flexible timing is considered to be an important factor that is able to affect the ways by which the employees in my organization will be able to complete the tasks that are provided to them. The tasks or responsibilities can be performed by the employees based on the timings that are suitable for them and are able to provide them with options to complete the work process.
According to Wood (2018), the process of flexible hiring is considered to be an effective method that is helpful for the organization to hire employees in suitable positions. The company can provide fast response to the changes that have taken place in the external environment with the proper development of a flexible work environment. Women in my organization will also be provided with major opportunities to complete their work process in order to improve the levels of productivity with the help of services that are provided based on their own timings.
According to Wood and Ogbonnaya (2018), the amounts of work and levels of responsibilities that need to be fulfilled by the employees are highly important factors that are based on the positive effects of flexible working. My organization will create a workforce that is highly engaged in nature and is committed towards the services that need to be provided as well. The interest of employees towards work will be increased effectively in the process and my organization will be able to provide them chances in order to improve the productivity levels in an effective manner (Yakubovich, Galperin and El Mansouri 2018).
As discussed by Rousseau, Hansen and Tomprou (2018), the psychological contracts that are developed by my organization with the employees will play a major role in the development of an effective relationship. The relationships that are formed within the organization will play a key role in the ways by which psychological contracts are maintained. The management of an organization tries to remain fair to the employees and provide them a positive work environment as well.
Implementation of change management programs based on Lewin’s change management model
As discussed by Lemmon et al. (2016), the organization will be able to build strong and effective workforce with the help of proper work environment and high levels of motivation as well. The formal contracts that have been signed by the employees of my organization can be maintained effectively only if the psychological contracts are fulfilled. The proper relationships between the employees is considered to be an important factor that affects the operations of the organization in a huge manner.
The change management model that can be implemented in order to apply the concepts of flexible timing and psychological contract in my organization is Lewin’s change management model. The three major steps of the implementation of this model include, unfreeze, change and refreeze. The development of flexible timing within the organization will be based on three steps of this model. Formation of effective relationships as a part of psychological contracts is important for the ways by which changes can be implemented (Pohl, Bertrand and Ergen 2016).
Conclusion
The report can be concluded by stating that the concepts of flexible timing and psychological contracts are considered to be important for the improvement of productivity levels of the employees. The changes in an organization can also be implemented with the help of proper implementation of the two concepts. The organization will be able to implement change management program that can play a major role in improving the operations and increasing the loyalty levels as well.
The organizations can be recommended that the implementation of flexible timing will be effective for the work process of female employees. The levels of productivity of the employees will be increased with the help of flexible timing. The relationships that have been developed by management of the organization with the employees will help in formation of proper psychological contracts. The management needs to maintain a positive work environment within the organization in order to increase the employee engagement and loyalty as well
References
Bessa, I. and Tomlinson, J., 2017. Established, accelerated and emergent themes in flexible work research. Journal of Industrial Relations, 59(2), pp.153-169.
Bird, R.C., 2015. Why Don’t More Employers Adopt Flexible Working Time. W. Va. L. Rev., 118, p.327.
Bohle, P., 2016. Work-life conflict in ‘flexible work’: Precariousness, variable hours and related forms of work organization. In Social and family issues in shift work and Non standard working hours (pp. 91-105). Springer, Cham.
Brady, M. and Briody, A., 2016. Strategic use of temporary employment contracts as real options. Journal of General Management, 42(2), pp.31-56.
Guo, L., Gruen, T.W. and Tang, C., 2017. Seeing relationships through the lens of psychological contracts: the structure of consumer service relationships. Journal of the Academy of Marketing Science, 45(3), pp.357-376.
Huang, C.Y. and Lin, C.P., 2016. Enhancing performance of contract workers in the technology industry: Mediation of proactive commitment and moderation of need for social approval and work experience. Technological Forecasting and Social Change, 112, pp.320-328.
Lemmon, G., Wilson, M.S., Posig, M. and Glibkowski, B.C., 2016. Psychological contract development, distributive justice, and performance of independent contractors: The role of negotiation behaviors and the fulfillment of resources. Journal of Leadership & Organizational Studies, 23(4), pp.424-439.
Moen, P., Kelly, E.L., Lee, S.R., Oakes, J.M., Fan, W., Bray, J., Almeida, D., Hammer, L., Hurtado, D. and Buxton, O., 2017. Can a flexibility/support initiative reduce turnover intentions and exits? Results from the work, family, and health network. Social Problems, 64(1), pp.53-85.
Pohl, S., Bertrand, F. and Ergen, C., 2016. Psychological contracts and their implications for job outcomes: A social exchange view. Military Psychology, 28(6), pp.406-417.
Rousseau, D.M., Hansen, S.D. and Tomprou, M., 2018. A dynamic phase model of psychological contract processes. Journal of Organizational Behavior, 39(9), pp.1081-1098.
Townsend, K., McDonald, P. and Cathcart, A., 2017. Managing flexible work arrangements in small not-for-profit firms: the influence of organisational size, financial constraints and workforce characteristics. The International Journal of Human Resource Management, 28(14), pp.2085-2107.
Wood, A.J., 2018. Powerful times: Flexible discipline and schedule gifts at work. Work, employment and society, 32(6), pp.1061-1077.
Wood, S. and Ogbonnaya, C., 2018. High-involvement management, economic recession, well-being, and organizational performance. Journal of Management, 44(8), pp.3070-3095.
Yakubovich, V., Galperin, R.V. and El Mansouri, M., 2018. Timing Is Money: The Flexibility and Precariousness of Login Employment. Available at SSRN 3247017.