Workplace:
Developing Flexibility within the Workplace:
For a number of human resource managers from different organizations, developing flexibility within the workplace is one of the major problems for various firms. Actually, one of the most fundamental considerations for any high performing organization or firm is flexibility within the workplace. The need for developing flexibility within the workplace arises from its importance to the employees and the employers as well as its value in organizational performance. If the flexibility needs of employees and employers are met, their quality of work improves. For employers, they need flexibility in order compete and offer better services that meet the needs of consumers. On the other hand, employees need flexibility for the assurance of job satisfaction, job security, equality and the capability to live balanced lives within and without the workplace.
The advantages of flexibility within the workplace to the employers include the ability to meet the needs of customers, lessening of absenteeism and employee turnover, attraction and preservation of talent as well as increased employee commitment, motivation and productivity. On the contrary, workplace flexibility has certain advantages to the employees including an improved ability of managing work time, the potential for a reasonable and pleasant work as well as extra time for other important activities ("Workplace Flexibility," n.d.).
However, workplace flexibility has also some disadvantages to both the employees and employers. For example, employees are likely to spend more time in other activities as well as the need for more discipline and self-motivation to work in a flexible environment. For the employers, the disadvantages of workplace flexibility may be the unavailability of employees when needed, lack of supervision of the employees and a lot of freedom on the employees.
One of the ways of developing flexibility within the workplace is the use of the flexible firm model which promotes the operation of various employment systems for different workforce sections. The flexible firm model gives information of how firms can minimize employment costs and become more reactive to market and technological changes. This model shows this through restructuring employment systems in order to attain a mixture of functional numerical and financial flexibility. While numerical flexibility is the ability of a firm to change labor inputs to output fluctuations, functional flexibility is the ability of a firm to position employees between tasks and activities to equal shifting workloads. Additionally, financial flexibility is the firm's ability to alter employment costs to replicate the condition of supply and demand (Edema, 2010).
There are different types of flexibility which may be developed by an organization through the use of different flexibility models. These different types of flexibility include time flexibility and contractual flexibility. The contractual flexibility involves the employment of people based on the needs of the organization whereas time flexibility involves the provision of series of work-time flexibility patterns to employees. Similar to these types of flexibility, the flexible firm model is applied and implemented in an organization through several steps. The steps include the evaluation of needs, understanding of available options, negotiation, implementation and monitoring. Through these steps, employees' needs and capacities are considered, discussions held, the flexible practice adopted and monitored afterwards.
The Need for Equal Opportunities within the Workplace:
Equal Opportunities is a term that is mainly used to advocate for the concept that everyone within an organization needs to have an equal chance of applying and being selected for posts. Additionally, the term promotes the concept that everyone within an organization should be equally and fairly trained, promoted and/or have their employment terminated. The need for equal opportunities within the workplace arises from that fact that it enables employers not to discriminate any staff on any grounds. It's against the law for any employer to discriminate any employee on any grounds such as age, sex, race, disability, religion and marital status among others. This need for equal opportunities also enables employers not to discriminate on grounds of potential, ability or experience resulting in employment...
Workplace Diversity "The benefits of diversity cannot be achieved with isolated interventions. To the contrary, a complete organizational culture change is required in order to promote appreciation of individual differences… diversity is a multifaceted reality…" (Martin-Alcazar, et al., 2012) The need for diversity in the workplace has been well established in the literature, but the need for managers and executives to build a culture based on diversity is still on the drawing
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