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List of contents
Contents: Introduction; Mindsets and models; Social and labour market trends; Types and incidence of flexibility; Why employers use flexibility; Employee interest in flexibility; Types of employer/employee relationship; Why choose mutual flexibility? The model; Mutuality at work; The prerequisites for making mutuality work; The constraints and the limits to flexibility; How mutual flexibility can help; Conclusion; Bibliography; Index.
About the author
Peter Reilly is Director of Consultancy at the Institute for Employment Studies. Prior to joining the Institute he spent many years with Shell as an HR manager in the UK and overseas, including assignments in the Netherlands and Turkey. He has also co-authored three other Gower titles with Tony Williams.
Summary
This title was first published in 2000. Workplace flexibility polarizes opinion; it is either a necessary prerequisite to survival in the global market or a means by which the rights of workers are eroded. The difference comes from a lack of shared understanding of the concept. Organizations need to get to grips with flexibility, not only to address business problems and cope with legal regulations, but also to respond to the pressures of workforce diversity and labour market tightness. Flexibility at Work brings clarity to this misunderstood subject. It will show you how to obtain the business benefits of flexibility through an approach which addresses the needs of both employer and employee. PeterThe authorbreaks down flexibility into five different types, from functional through to financial. He introduces a model of how mutual flexibility might be developed and the preconditions necessary to make it successful.
