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Using flexible schedules in the managerial world: The power of peers
Author(s) -
Kossek Ellen Ernst,
Barber Alison E.,
Winters Deborah
Publication year - 1999
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/(sici)1099-050x(199921)38:1<33::aid-hrm4>3.0.co;2-h
Subject(s) - power (physics) , business , operations management , industrial organization , microeconomics , economics , quantum mechanics , physics
Reports indicate that managers fail to take advantage of flexible work schedules to integrate work and life demands. A survey was conducted of approximately 1,000 managers who had three alternative schedule options: flextime, part‐time work, and leave of absence. Managers who were women or who had work group peers who were schedule users were more likely to use each schedule. Managers' productivity concerns were highest for flextime, then leaves, and least for part‐time work. Organizational cultural change can occur if managers take the lead in their work groups to use flexible schedules in order to remove social barriers. © 1999 John Wiley & Sons, Inc.