Alternate Work Arrangements:Alternate Work Arrangements:What Are Your Co-Workers What Are Your Co-Workers

Thinking?Thinking?

By Chrissy Lee BauneBy Chrissy Lee Baune

Technology makes alternate work arrangements possible

Conference Calls Video Conferencing Laptops Internet Hi-speed connections Webinars

Why Alternate Work Arrangements?

Work environments seem to be changing

New life changes happen all the time Formerly part of an alternate work

arrangement environment Reactions seemed to be mixed Seemed to be a conflict of opinion What do team members really think

about the arrangements? I wanted answers!

Alternate Work Arrangements -Perceptions are changing

“The attitude about flexibility used to be ‘Give them an inch and they’ll take a mile’ but now, it’s ‘Give them an inch, they’ll give you back a mile’”

Ellen Galinsky, President of the Families and Work Institute in NYC (Koch, 1998)

Alternate Work Arrangements -Advantages to Companies

Over 50% of larger companies have some sort of flexible work hours. (Clifton & Shephard, 1996)

Allowing employees to work alternate arrangements can result in 15 – 20% increased productivity. ("Flexible Staffing”, 2003)

Telecommuters are 30 – 40% more likely to stay with a company. (Koch, 1998)

Alternate Work Arrangements -Disadvantages to Companies

Employee could accidentally bring a virus to work on a disk (Koch, 1998).

Lack of input and feedback is missing, feeling of “we’re all in this together,” (The Upside, 1995).

Without social stimulation, “some employees become depressed, leading to dissatisfaction and a loss of productivity,” (Koch, 1998).

Research Question

Do team members perceive that alternate work arrangements increase productivity?

Alternate Work Arrangements (AWA) are nontraditional work schedules Remote offices

Working from home

Compressed work weeks

Part time

Research Methodology

Sample Minneapolis Based Marketing Firm AWA is an employee benefit Random sample of existing teams Paper based survey

Survey Questions Included… AWA working status Perception of productivity within the team Group morale Feelings toward AWA

Results – The Sample Population

302 participants

101 completed surveys (33% response rate) 42% work AWA 58% do not work AWA

Productivity – AWA Employees

I feel my personal productivity can be tied directly to my alternate work arrangement

79% of those working AWA agreed with this statement

Productivity – Entire Sample Group

Since my working teammates have chosen to work an alternate schedule, I have perceived more productivity

34% agree 45% no opinion 21% disagree

Morale – Entire Sample Group

How much do you think alternate work arrangements affect morale for those team members that do not participate in flexible scheduling?

36% - strongly affects morale 32% - hardly affects morale 32% - no effect on morale

Recruitment – Entire Sample Group

Would you choose your place of employment based on the option for alternate work arrangements?

69% agree 14% no opinion 17% disagree

Reasons for Avoiding AWA – Non AWA Employees

I am afraid of how my co-workers would perceive me if I chose alternate work arrangements

48% of those not working AWA agreed with this statement

Reasons for Avoiding AWA – Non AWA Employees

I may perceive resistance from my manager if I suggest alternate work arrangements

34% of those not working AWA agreed with this statement

Do team members perceive that alternate work arrangements increase productivity?

Research Question

Answer to Research Question

YES

Those in AWA attributed their increased productivity to their schedule

Working team members agreed, and expressed the desire to also do AWA but were hesitant due to perceptions

Recommendations

Additional research is warranted What are other perceptions of AWA if in

addition to increased productivity?

Team morale and AWA; this research suggests there is a correlation

Management roles in AWA; qualitative feedback suggests there is a relationship

Questions?

References

Koch, Kathy. (1998). Flexible Work Arrangements: Do They Really Improve Productivity?” The CQ Researcher, August 14, 1998, Vol. 8, No. 30, pp. 697-720.

Clifton, Thomas, & Shepard, Edward. (1996). Flexible Work Hours and Productivity: Some Evidence from the Pharmaceutical Industry. Industrial Relations, March 1996, Vol. 85 Issue 3, p.12.

Flexible Staffing Practices. (2003). Corporate Executive Board. (May 2003). Retrieved Wednesday, October 29th, 2003 from www.corporateleadershipcouncil.com.

The Upside and Downside of Telecommuting. (1995). Supervisory Management; November 1995, Vol. 40 Issue 11, p.8.