Rex L. Facer

Alternative Work Schedules and Work–Family Balance A Research Note

For many years, employers have sought to improve employee productivity and work environments. One common strategy is alternative work arrangements, which include flextime, job sharing, telecommuting, and a compressed workweek. In this article, the authors examine the effects of implementing a compressed workweek (four 10-hour days) for employees in city government. This study examines the impact of the compressed workweek schedule on the job satisfaction and work–family conflict of the participating employees. Employees perceived that the alternative schedule increased their productivity and their ability to serve the citizens. Additionally, the authors report that employees working the 4/10 workweek experience lower levels of work–family conflict than their counterparts who are working other schedules, but no significant difference for most measures of job satisfaction. Overall, the authors argue that the impacts of alternative work schedules need more careful study.

ANNEXATION ACTIVITY AND STATE LAW IN THE UNITED STATES

This article explores the impact of 15 separate provisions of state annexation laws on seven different measures of annexation activity. This analysis uses annexation data from 42 states between 1990 and 1998. The analysis finds that there are different patterns of annexation activity for laws designed to constrain annexation, as compared with laws designed to facilitate annexation. Laws designed to facilitate annexation are likely to be associated with high levels of annexation activity. On the other hand, laws designed to constrain annexation are not very likely to have lower levels of activity.

Alternative Work Schedules in Local Government: Cui Bono?

Recently there has been an increase in the number of cities contemplating and implementing alternative work schedules, particularly compressed workweeks, often to decrease energy costs for the organization or to decrease transportation and fuel costs for employees. Although many organizations offer alternative work schedules, there is little research on the benefits and drawbacks of these schedules. This research endeavors to fill that gap in our understanding by providing the results of a recent survey of human resources directors in 151 U.S. cities with populations more than 25,000 about their experience with the benefits and drawbacks of alternative work schedules. More than half (56.3%) of the cities surveyed reported offering some form of alternative work schedule, with compressed workweeks being the most commonly offered. Although drawbacks were noted, the human resources directors were more likely to report benefits for employees and the organization in offering alternative work schedules.

Budget Change in Georgia Counties Examining Patterns and Practices

Despite the importance of budget reform and its seeming connections to the environment, few studies have analyzed the determinants of budget reform and the effects of environment on budget systems. This article presents a framework for understanding changes in local government budgetary process and format. Based on survey results from 100 of the 159 counties in Georgia, it examines empirically the effects of both internal and external factors on changing the budget system. The authors found that county managers and the external environment have a very strong influence on changing budget process and budget format. The article also identifies various perceived effects of budget changes.

Compressed Workweeks - Strategies for Successful Implementation

Organizations of all types - government, nonprofit, and private - are moving toward alternative work schedules such as compressed workweeks. Other organizations are considering the move and are anxiously awaiting more information to determine if it is the right decision for their organization. In this paper, we present a framework for implementing compressed workweeks. This framework draws upon the latest relevant research to assist organizations in this critical decision making process. We suggest that organizations ought to consider five key issues when analyzing the decision to move to compressed workweeks: people, purpose, process, perceptions, and performance. While these categories may overlap in important ways, they can aid in careful and deliberate thinking.

Work-Family Balance and Alternative Work Schedules: Exploring the Impact of 4-Day Workweeks on State Employees

In 2008, the State of Utah implemented a 4-day workweek for their employees. This article examines the impact on employees using a postimplementation survey. For employees on the 4-day schedule, there were no significant differences by gender on work–family balance or on the impact of the schedule. However, women did demonstrate slightly more positive attitudes toward the 4-day schedule. Employees with children at home reported lower work–family balance and greater impact of the 4-day schedule. In contrast, no difference in attitudes toward the 4-day schedule was found by age, although work–family balance differed among age groups. There were differences in work–family balance between employees on the 4-day schedule and those on traditional schedules; however, the more substantial factor was whether an employee selected his or her schedule. The current study highlights the importance of engaging employees when making significant organizational changes, such as transitioning from traditional work schedules to alternative schedules.

Employees amidst welfare reform: TANF employees' overall job- and organizational-role satisfaction.

SUMMARY The impact of welfare reform on organizational functioning at the Georgia Division of Family and Children Services (DFCS) is measured between 1999 and 2000 using a longitudinal survey method, a large sample of employees, and multiple regression analysis. During this one year period the agency experienced a change in leadership as well as had to contend with the evolving requirements associated with the Personal Responsibility and Work Opportunity Reconciliation Act of 1996 (PRWORA). The findings indicate that a trusted leadership and an organizational climate that is receptive to and fosters effective communication can improve the chances of successfully implementing large-scale organizational change like that created by the PRWORA.

Work-Family Balance and Alternative Work Schedules: Exploring the Impact of Four-day Workweeks

In 2008 the State of Utah implemented a four-day workweek for their employees by closing state offices on Fridays. Two goals of this program were to improve employee quality of life and to enhance the ability to recruit new talent. This article examines this issue by analyzing a post-implementation survey of employees. Overall, employees on the four-day schedule report higher levels of work-family balance than employees on other schedules. For employees on the four-day schedule, there were no significant differences by gender in the attitudes toward the schedule or their reported levels of work-family balance. Employees with children at home reported lower levels of work-family balance, although the presence of children appeared to make no difference in attitudes toward the compressed workweek schedule. Similarly, levels of work-family balance were different among age groups, but no difference in attitudes toward the compressed work schedule was found by age.

The Great Government Pay Debate

The three statements that follow were provided by individuals who have public positions that are likely to influence how government pay systems are planned and managed. Government pay and benefits have become political issues and the goal is to provide a forum prior to the election where three distinct positions can be stated, followed by comment and rebuttal. The first statement, by the two independent members of the Federal Salary Council, Stephen Condrey and Rex Facer II, joined by a colleague Jared Llorens, argues for a variation on the existing program model. As background, the Council makes annual recommendations to the U.S. Office of Personnel Management (OPM) and the President’s Pay Agent on needed adjustments to the federal white-collar salary system. The second was drafted by Andrew Biggs and Jason Richwine, prominent critics of government pay practices and occasional spokespersons on this subject for the American Enterprise Institute and the Heritage Foundation, respectively. Their comments are posted occasionally on the websites of their respective organizations. The third statement was provided by Michael Filler, who serves as a presidentially appointed member of the National Council on Federal Labor–Management Relations and Director of the Public Services Division, International Brotherhood of Teamsters. The Teamsters has over 260,000 public and professional employees across North America. Following each statement are comments by the two other “sides.” This article is intended to highlight the issues that are contentious as well as those where there is agreement. A key point is the general agreement that government pay should be aligned with market levels although there are differences in exactly what that means. 462333 CBRXXX10.1177/08863687124623 33Compensation & Benefits ReviewRisher 2012