Clare Kelliher

Doing more with less? Flexible working practices and the intensification of work

This article examines an unanticipated consequence of adopting flexible working practices — that of work intensification. Based on a study of professional workers and in line with other studies, we present evidence showing that flexible workers record higher levels of job satisfaction and organizational commitment than their non-flexible counterparts. However, we also report evidence of work intensification being experienced by both those who work reduced hours and those who work remotely. We identify three means by which this intensification occurs — imposed intensification, enabled intensification and intensification as an act of reciprocation or exchange. We argue that the apparent paradox of high job satisfaction and organizational commitment, alongside work intensification can be explained by employees trading flexibility for effort. Using social exchange theory we propose that employees respond to the ability to work flexibly by exerting additional effort, in order to return benefit to their employer.

Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case

Interest in the outcomes of flexible working arrangements (FWAs) dates from the mid-1970s, when researchers attempted to assess the impact of flexitime on worker performance. This paper reviews the literature on the link between FWAs and performance-related outcomes. Taken together, the evidence fails to demonstrate a business case for the use of FWAs. This paper attempts to explain the findings by analysing the theoretical and methodological perspectives adopted, as well as the measurements and designs used. In doing so, gaps in this vast and disparate literature are identified, and a research agenda is developed.

Comparing HRM in the voluntary and public sectors

Purpose – This 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/approach – HRM 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.Findings – The 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/value – Recent 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 valuab...

Personnel management in hotels - an update: A move to human resource management?

This paper reports research on the conduct of personnel/human resource management in large and foreign-owned UK Hotels. The findings are compared to a similar study undertaken by the authors ten years previously, in order to examine the extent of change which has taken place. The extent to which human resource management has been implemented is also assessed. Broadly speaking, the results found evidence of a broader and more sophisticated approach to personnel management being taken, but there was only partial evidence of human resource management being implemented

Beyond efficiency: some By-products of functional flexibility

This article examines the outcomes of implementing functional flexibility for employers and employees. The use of functional flexibility is normally associated with improving efficiency. However the findings reported here, drawn from four case studies, show evidence of positive outcomes for both employers and employees which go beyond efficiency. For employees there was evidence of increased job satisfaction and in some cases increased remuneration and job security. For employers, there was evidence of improved operational functioning and customer service, reduced labour turnover and an enhanced reputation in the local labour market. It is argued that a ‘virtuous circle’ is set up.

Business strategy and approaches to HRM ‐ A case study of new developments in the United Kingdom restaurant industry

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.

Personnel management in hotels — some empirical observations

Abstract This article details the results of two, recently-conducted surveys into the performance of personnel management within hotels. One survey used a postal questionnaire distributed to a stratified sample of hotels throughout the U.K. The aim of this research was to examine how the role of the personnel function was viewed by managers in the industry as a whole. In the second survey structured interviews were conducted with those managers responsible for personnel activities, within all hotels of 50 bedrooms or more, in one city centre locality. The aim here was to examine, in some detail, how the managers attempted to discharge their responsibilities. By combining these two contrasting approaches a comprehensive view of the conduct of personnel management within hotels can be achieved. For although these surveys were conducted independently and differ in their aims, structure, size and scope they have generated very similar observations of personnel work in this particular context. Furthermore, these empirical findings are in marked contrast to the view of hotel personnel work constructed by a recent literature survey. Theory and practice appear discordant.

Making functional flexibility stick: an assessment of the outcomes for stakeholders.

Increasingly, evidence suggests that the impact of HRM in organisations is greatest where it involves a set of coherent policies and practices. The implication of this is that, to be effective, individual HR initiatives need to be implemented as part of an integrated package of practices. This paper presents findings from a study designed to examine the implementation of functional flexibility. Evidence is presented from two case studies which demonstrate that, for functional flexibility to succeed in the longer term, it needs to be become embedded in the organisation and to be supported by a web of sympathetic policies. Many of the problems of implementation can be overcome by the co‐existence of supporting practices. For example, the intensification of work brought about by the use of functional flexibility was less of an issue in the cases where it was supported by higher levels of remuneration. The outcomes of functional flexibility for stakeholders are also explored.

Flexibility in employment: developments in the hospitality industry.

Abstract The debate which has been developed in recent years around the trends towards introducing more flexible working practices into organisations has spawned a literature which is largely centred on the manufacturing industries. Since the labour force in the service sector tends to be generally less organised and management have greater control over industrial relations matters, it has been assumed that the flexibility debate has little relevance for this area. This article examines one area of the service sector, public sector catering, which does not conform to this model and reports on the recent developments in flexibility which have taken place here.

Voluntary sector responses to increased resourcing challenges

Purpose – Drug 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/approach – This paper reports findings from a large‐scale nation‐wide survey and interviews with HR Managers.Findings – The 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 suitab...