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Work Design for Flexible Work Scheduling: Barriers and Gender Implications
Author(s) -
Brewer Ann M.
Publication year - 2000
Publication title -
gender, work and organization
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.159
H-Index - 73
eISSN - 1468-0432
pISSN - 0968-6673
DOI - 10.1111/1468-0432.00091
Subject(s) - work (physics) , flexibility (engineering) , workforce , relation (database) , job design , scheduling (production processes) , computer science , sociology , knowledge management , psychology , operations management , social psychology , engineering , management , job satisfaction , political science , job performance , economics , mechanical engineering , database , law
The purpose of this article is to examine the nature of work design in relation to flexible work scheduling (FWS), particularly in respect to participation by women and men. There is a paucity of research evidence on this topic. Work design, essentially an artefact of enterprise culture, is constructed by the social rules of place, distance and time. Work practices that assume that work tasks are only conducted in the workplace during standard work time in the proximity of co‐workers and managers do not, in the main, support FWS. While there is no significant evidence in this study that women and men perceive the barriers differently when considering taking up the option to engage in FWS options, the study addresses the reasons for this using a large survey of the Australian workforce. This article concludes that it is time to redefine these critical work design dimensions, in relation to existing power structures, in order to inject real flexibility into the workplace.