Journal Article10.1177/0018726713495704
Examining the tensions in workplace flexibility and exploring options for new directions
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TL;DR: Workplace flexibility initiatives as a potential remedy for work-life conflicts are the focus of a considerable number of investigations as mentioned in this paper. But despite their contributions, research findings reveal tensions and contradictions in the ways that employees, managers and organizations develop, enact and respond to these flexibility initiatives.
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Abstract: Workplace flexibility initiatives as a potential remedy for work–life conflicts are the focus of a considerable number of investigations. Despite their contributions, research findings reveal tensions and contradictions in the ways that employees, managers and organizations develop, enact and respond to these flexibility initiatives. This critical review identifies three primary tensions (variable vs fixed arrangements, supportive vs unsupportive work climates and equitable vs inequitable implementation of policies) that reveal inconsistent and sometimes contradictory findings. We tie these tensions, and the management of them, to an overarching dilemma in implementing workplace flexibility, the autonomy–control paradox. To develop alternatives for handling these tensions, we recommend reframing them through changing organizational cultures, adopting a philosophy of adaptability, customizing work and making workplace flexibility an employee right. We conclude by urging organizations and society to reframe...
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