Flexible working within the West Midlands Police: In search of the equilibrium,

employer vs. employee needs

Christopher Stephen Jones

Submitted for: The MA in Managing and Leading People

M45HRM

Faculty of Business, Environment and Society

Coventry Business School

June 2015

Tutor: Stephen Clapcott

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STATEMENT OF AUTHORSHIP

I certify that this dissertation is my own work and contains no material, which has been accepted

for the award of any degree or diploma in any institute, college or university. Moreover, to the

best of my knowledge and belief, it contains no material previously published or written by

another person, except where due reference is made in the text of the dissertation. I also

understand that under no circumstances should any part of this dissertation be published,

including on the Internet, or publicly displayed without receiving written permission from the

school.

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ABSTRACT

A study of flexible working within the West Midlands Police was conducted, exploring the

complexities of managing flexible working in a 24/7 policing environment and the challenges of

achieving a balance between employer and employee need. The research aimed to

understand differing organisational practices and workforce attitudes, with a particular focus on

how morale is impacted amongst flexible working employees. The study was limited to the

ranks of Police Constable through to Police Inspector.

A mixed methods research design was applied consisting of 3 questionnaires specifically

tailored to flexible workers, their line managers and their non-flexible colleagues. This

generated a total of 137 responses supported by 11 semi-structured interviews across all

populations. The study identified significant challenges in effectively integrating flexible workers

within the West Midlands Police.

It was evident from the research that there were inconsistencies in the management of flexible

working across the force with poor policy awareness. The research identified that the needs of

flexible workers regularly conflicted with the needs of West Midlands Police, with staffing levels

often lower at peak demand times. Consequently team cohesion was adversely impacted due

to uneven allocations of workload. Flexible workers were generally content with their working

arrangements and line managers and colleagues supportive of the need for work-life balance.

The consequential impact on flexible worker morale was generally positive.

Recommendations have been made to the West Midlands Police Senior Leadership Team,

based on the findings of this research.

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ACKNOWLEDGEMENTS

Without the support and encouragement of my family and friends, this dissertation may never

have been written. There are a select few who I am greatly indebted and wish to acknowledge.

First and foremost I would like to thank my wife, Alison. I am forever grateful for her unwavering

support, patience, love and understanding. Words alone cannot express my gratitude. I want to

also thank her for giving me the most precious children, Amelia & Megan who arrived at the

inception of this University Course.

I would like to thank my parents who have continually been there for me and shown belief,

enthusiasm and encouragement.

I would also like to thank my supervisor Stephen Clapcott. His expertise, guidance and

understanding enabled me to write about a subject which I have a lot of passion about. I thank

him for giving me his valuable time and advice and for making this a rewarding journey.

In addition, I would like to express my gratitude to a fellow student, Roy Mall, who has been a

great sounding board. He has inspired me and helped to keep me going despite the continued

work pressures we were both facing. Finally, I would like to thank the West Midlands Police for

supporting me in my academic studies and for allowing me this opportunity.

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TABLE OF CONTENTS

STATEMENT OF AUTHORSHIP ...................................................................................................... 1

ABSTRACT ........................................................................................................................................... 2

ACKNOWLEDGEMENTS ................................................................................................................... 3

TABLE OF CONTENTS ...................................................................................................................... 4

LIST OF FIGURES ............................................................................................................................... 7

LIST OF TABLES ................................................................................................................................. 8

LIST OF ABBREVIATIONS ................................................................................................................ 8

LIST OF APPENDICES ....................................................................................................................... 9

Chapter 1 ............................................................................................................................................ 10

1. Introduction .............................................................................................................................. 10

1.1. Research background and relevance ......................................................................... 10

1.2. Research objectives .......................................................................................... 13

Chapter 2 ............................................................................................................................................ 15

2. Literature Review ................................................................................................................... 15

2.1. Types of flexible working within WMP ........................................................................ 15

2.2. The legislation ................................................................................................................ 16

2.3. The process in WMP ..................................................................................................... 17

2.4. History of flexible working ............................................................................................. 18

2.5. Differing perspectives of flexibility ............................................................................... 19

2.6. The flexible firm .............................................................................................................. 21

2.7. Work/family conflict & drivers for flexibility ................................................................. 26

2.8. Workforce attitudes towards FWA’s ............................................................................ 28

2.9. Benefits & drawbacks.................................................................................................... 29

2.10. Integration challenges ................................................................................................. 32

2.11. Politics ........................................................................................................................... 33

2.12. Conclusion .................................................................................................................... 34

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Chapter 3 ............................................................................................................................................ 36

3. Methodology ................................................................................................................................... 36

3.1. Introduction ..................................................................................................................... 36

3.2. Philosophy and methodology ....................................................................................... 36

3.3. Research design ............................................................................................................ 40

3.3.1. Questionnaires .................................................................................................. 41

3.3.2. Interviews .......................................................................................................... 45

3.3.3. Analysis of qualitative data ............................................................................. 48

3.4. Reliability and validity .................................................................................................... 50

3.5. Ethical considerations ................................................................................................... 50

Chapter 4 ............................................................................................................................................ 51

4. Results and Findings ............................................................................................................. 51

4.1. HR flexible working data ............................................................................................... 51

4.2. Interview & survey results (with discussion) .............................................................. 54

4.2.1. Flexible workers ................................................................................................ 54

4.2.1.1. Thematic analysis ............................................................................ 54

4.2.1.2. Respondents ..................................................................................... 54

4.2.1.3. Data analysis & discussion ............................................................. 55

4.2.2. Line managers .................................................................................................. 66

4.2.2.1. Thematic analysis ............................................................................ 66

4.2.2.2. Respondents ..................................................................................... 66

4.2.2.3. Data analysis & discussion ............................................................. 67

4.2.3. Co-workers ........................................................................................................ 72

4.2.3.1. Thematic analysis ............................................................................ 72

4.2.3.2. Respondents ..................................................................................... 72

4.2.3.3. Data analysis & discussion ............................................................. 73

4.2.4. HR Manager – Interview findings ................................................................... 77

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Chapter 5 ............................................................................................................................................ 79

5. Conclusions ............................................................................................................................. 79

5.1. Summary of Findings .................................................................................................... 79

5.2. Limitations ....................................................................................................................... 84

5.3. Recommendations ......................................................................................................... 85

5.3.1. Management of FWA’s .................................................................................... 85

5.3.2. Recruitment and deployment ......................................................................... 86

5.3.3. Data management ............................................................................................ 87

5.4. Future research .............................................................................................................. 87

5.5. Personal learning statement ........................................................................................ 89

REFERENCES ................................................................................................................................... 90

APPENDICES................................................................................................................................... 110

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LIST OF FIGURES

Figure 1: The Flexible Firm model - Adapted by Atkinson J. (1984) by Marchington and

Wilkinson (2012) ................................................................................................................................. 23

Figure 2: All police officers with a FWA (1,031 individuals) ......................................................... 53

Figure 3: Replies by rank .................................................................................................................. 55

Figure 4: Reason for FWA ................................................................................................................ 55

Figure 5: Happy in role ...................................................................................................................... 56

Figure 6: As a result of being a FW my morale level at work has increased ............................ 57

Figure 7: Level of support & engagement ...................................................................................... 58

Figure 8: I am able to have a good work-life balance due to my FWA ...................................... 62

Figure 9: Training & Development questions ................................................................................. 63

Figure 10: Overall I feel that WMP are fair in their management of FW's ................................. 64

Figure 11: Support, morale & engagement .................................................................................... 67

Figure 12: Management perceptions .............................................................................................. 69

Figure 13: Dealing with FWA requests ........................................................................................... 70

Figure 14: Co-workers perceptions ................................................................................................. 73

Figure 15: The volume of FW's has a negative impact on team performance ......................... 75

Figure 16: Treatment of FW's on the team ..................................................................................... 76

Figure 17: Overall, I think the management of FWA's within WMP is good .............................. 76

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LIST OF TABLES

Table 1: Semi-structured interviews……………………………………………………………….….47

Table 2: Total number of flexible workers by rank & their respective proportions ………………52

LIST OF ABBREVIATIONS

CIPD = Chartered Institute of Personnel and Development

FCID = Force Criminal Investigation Department

FW = Flexible Worker

FWA = Flexible Working Arrangement

HR = Human Resources

LPU = Local Policing Unit

NFW = Non Flexible Worker

NHS = National Health Service

PC = Police Constable

PPU = Public Protection Unit

SLT = Senior Leadership Team

WFC = Work/Family Conflict

WMP = West Midlands Police

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LIST OF APPENDICES

Appendix 1: Flexible working application process in WMP

Appendix 2: Flexible worker questionnaire

Appendix 3: Line manager questionnaire

Appendix 4: Co-worker / NFW questionnaire

Appendix 5: Semi-structured interview questions

Appendix 6: (a) Thematic analysis of interview data for flexible workers

(b) Thematic analysis of free text questionnaire data for flexible workers

(c) Thematic analysis of interview data for line managers

(d) Thematic analysis of free text questionnaire data for line managers

(e) Thematic analysis of interview data for co-workers

(f) Thematic analysis of free text questionnaire data for co-workers

(g) Thematic analysis of interview data for the HR manager

Appendix 7: Certificate of ethical approval

Appendix 8: Participant information sheet – flexible working

Appendix 9: Informed consent form template

Appendix 10: Headcount of police officers within WMP (as of April 2015)

Appendix 11: Location of flexible workers within WMP & proportion against overall team

Appendix 12: Type of FWA held by the respondents

Appendix 13: How important is your focus on career development at this time in your career?

Appendix 14: When was your flexible working agreement last reviewed by your line manager?

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Chapter 1

1. Introduction

WMP, the 2nd largest police force in the UK, comprises approximately 7000 officers and is

divided into 10 local policing units and a number of specialist departments; including FCID and

PPU.

Each LPU is overseen by a separate leadership team, with the force headed up by the Chief

Constable. This complex structure presents difficulties in achieving a consistent, force-wide

approach to flexible working, with departments and teams having unique demands and

priorities. Whilst all agreements require HR approval, specific terms require local agreement

with line managers where an element of subjectivity exists.

1.1. Research background and relevance

Although not specifically focussed on WMP, research was undertaken in 2001 on the integration

of FW’s into the police service. Problems identified, though not insurmountable, included a lack

of awareness and consistency around the management of FW’s, particularly part-time and

reduced hours working (Tuffin 2001). Key findings included a need to improve the monitoring of

existing FWA’s by HR and a need for evidence to back-up new applications linked to demand

profiles.

The police service now finds itself in a different landscape, with changing social and lifestyle

trends, evolving technology and economic changes all impacting flexible working. Research

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suggests that the recent economic downturn has deteriorated many employees work-life

balance with increased workloads and demands (Gregory and Milner 2013).

There has been limited research in recent years on the challenges of implementing FWA’s into

a 24/7 emergency service environment. Anecdotally, over the past decade WMP have been

quite accommodating to FW’s. However, the recession and government comprehensive

spending review have necessitated more effective management of FWA’s force-wide.

Reductions in staffing numbers, the introduction of a ‘lean’ working model and changes to terms

and conditions; including longer working careers, are just some of the modern challenges

around the management of FW’s.

WMP appears to be approaching tipping point, where balancing employer and employee needs

has become a significant challenge. The 24/7 demand-led activities often conflict with the

requirements of FW’s (Dick 2004). This population, which makes up to 22% of the total

workforce in some departments (Aldington et al. 2015), are often unable to work during peak

demand times or show flexibility to meet operational need.

The private sector has seen a move towards employer led flexibility, with the focus on working

arrangements weighted more towards the needs of the organisation than the employee (Rubery

et al. 2005). However, the police service has not followed this trend. All FWA’s for police officers

are employee initiated, in an attempt to effectively balance their own competing work-life

demands.

There are 8 business reasons why managers may reject a FWA request; each seeking to

protect the interests of the organisation and ensure a fair balance of needs (ACAS 2015):

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1. The burden of additional costs

2. Detrimental effect on the ability to meet customer demand

3. Inability to re-organise work amongst existing staff

4. Inability to recruit additional staff

5. Detrimental impact upon performance

6. Insufficiency of work during periods the employee proposes to work

7. Planned changes

8. Other grounds as may be set out in regulations

Despite the above, research across three police forces suggests that FW’s lead negotiations in

the manager and employee relationship; and all that can be achieved is a minimal level of

integration between individual and organisational need (Dick 2009).

The majority of the literature focusses on the impact of FWA’s on applicants, generally

highlighting a positive association on individual performance (Stavrou 2005), job satisfaction

(Almer & Kaplan 2002), attendance levels and commitment (Maxwell et al. 2007).

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Whilst some authors argue no clear association with these alleged benefits (Hyland et al 2005),

others even suggest a detrimental impact on work-family balance (Hooker et al 2007) and

attendance (Venne 1997); Indeed, within WMP it is suggested that some FW’s feel

disadvantaged at work, believing that such arrangements impact career progression and

opportunities. Some feel that they lack support with agreements impacting supervisory and

colleague relationships.

Previous research apportions less focus on the views of line managers and NFW’s, who are

affected by these arrangements, which may impact on their own annual leave and workloads.

Anecdotal evidence suggests that morale, workforce relations and operational effectiveness are

therefore impacted across entire teams. This will review the impacts of FWA’s across the force,

focusing on Police Constables, Sergeants and Inspectors. It aims to explore current attitudes

and experiences of flexible working within WMP, amongst colleagues, line managers and FW’s

themselves, looking specifically at how arrangements impact the morale and happiness of FW’s,

something that is often neglected in the literature (Atkinson and Hall 2011).

The research is based on the opinions of PC’s, Sergeants and Inspectors, in proportion of

weighting to the police structure; together with input from an HR representative.

1.2. Research objectives

There are three intended outcomes from this research. It seeks to understand:

What are the differing organisational practices around FWA’s for police officers?

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What are the workforce attitudes towards FWA’s and, in particular, do they positively

impact morale amongst FW’s?

Can FWA’s be effectively accomplished within the 24/7 needs of WMP operations?

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Chapter 2

2. Literature Review

A brief overview of current flexible working practices and legislation in WMP will be presented

before exploring the history of FWA’s. The wider literature review will then consider differing

perspectives on flexible working, appraise arguments of the benefits and drawbacks, as well as

exploring the impact of political policy. Focus will be given to the ‘flexible firm’ model in the

context of WMP.

2.1. Types of flexible working within WMP

An internal policy document outlines several common forms of FWA (FW Policy 2015):

Job sharing (two or more people carry out one job)

Part-time (working less than full-time hours)

Compressed hours (working normal contractual hours over fewer days than the

traditional shift pattern)

Flexitime (choose when to begin and end work within agreed limits and core hours. This

is not available to police officers that follow shift patterns other than those working

standard office hours)

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Annualised hours (employees work an agreed number of hours annually but timing of

these is flexible. It may include some core hours or required attendance to meet

organisational demand)

Staggered hours (differing start and finish times from other employees)

Term time working (time off during school holidays)

Working from home (or anywhere else other than the normal place of work)

Flexibility at work is not restricted to a variation in working time and location but also to job

sharing, term-time working, part-time reduced hours and career breaks which includes maternity

leave (Chung 2009). FWA’s may incorporate a mixture of the above options. Further options

exist which are not applicable to police officers, such as the controversial use of ‘zero hour’

contracts.

2.2. The legislation

Newly introduced employment legislation extends the statutory right for all individuals to request

FWA’s, irrespective of whether they are a parent or carer (Flexible working regulations 2014).

WMP has had these provisions in place for a number of years; sworn police officers are ‘officers

of the crown’, not employees who would be covered by traditional employment legislation.

Whilst Constables through to Chief Inspectors work an average 40 hour working week, they can

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work flexibly under Police Regulations (2003) with no restriction on the number of times they

can request FWA’s, something unique to the police service.

If the set procedure for FWA’s in WMP is adhered to (appendix 1) then officers have no legal

challenge to a refusal. However, they are covered by the Equality Act (2010) and could, in

certain circumstances, claim unlawful discrimination for a refusal. Officers are also covered by

other regulations including the Maternity and Parental Leave Regulations (1999), Working Time

Regulations (1998) and the Part-Time Worker Regulations (2000) which prevents less

favourable treatment based on part-time status.

2.3. The process in WMP

Employees initially hold informal discussions with line management before submitting a written

proposal. A formal meeting then takes place to discuss this and the line manager can accept or

refuse. Where the manager feels that their own team cannot cater for the request but the LPU

or department may be able to, they can refer the request to a workforce strategy meeting. If the

employee is unhappy with the outcome, they are entitled to appeal for independent

consideration by a panel involving corporate HR and senior officers. The overall process should

take no longer than 3 months.

Police regulations state that officers who converted from full time to part-time working can apply

to revert back at any stage. Recent reforms to pay and working conditions allow WMP 4 months

to identify a suitable vacancy upon receiving employee notification (Windsor 2011). There is no

automatic right to increase hours within their current posting and as such, officers may be re-

deployed to another role within WMP.

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2.4. History of flexible working

Locating the starting point of flexible working is difficult, however deviations from the standard 8

hour 5 day a week working pattern can be seen as early as the 1930’s when W.K. Kellogg

company in America introduced 6 hour shifts to improve productivity (Avery and Zabel 2001).

Moving forward to the 1980’s, it was argued that the declining prosperity of established

economies was directly linked to rigidities in production processes and labour markets (Piore

and Sabel 1984). This saw the formal introduction of the term ‘flexibility’ a concept that would

enable organisations to tackle this problem through the adoption of new employment practices

and strategies (Skorstad 2009).

Over the past two decades, FWA’s have gained attention from organisations and academics for

many reasons. Technological advances have enabled organisations to create and maintain

flexible structures (Phillips & Wright 2009) with mobile phones, video conferencing and email,

enabling individuals to make productive use of time outside of their normal working location as

well as enabling them to attend to personal matters whilst at work (Wajcman et al. 2008). Whilst

alleviating certain pressures however, such flexibility can, in certain circumstances, have a

detrimental impact on performance, particularly as it is reliant on good individual time

management (Bittman, Brown and Wajcman 2009).

Significant changes to the economy, social trends and modern lifestyles, coupled with changes

in the demographic makeup have generated a new landscape for FWA’s. Individuals are living

and working longer and have become healthier, lifestyles are more variable and integrated,

(Earl and Taylor 2015). It would also appear that the use of external child care has become

more socially acceptable.

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Lake (2013:5) highlights that prior to the 1970’s there was a consensus that, men were

generally the main breadwinner. Women acted as the homemaker and looked after children,

enabling families to balance work/life demands with a clear division of responsibilities. Changing

trends have seen an increase in the number of fathers now taking a more prominent role in child

care and mothers are returning to work. There has been an increase in dual-career couples who

demand flexibility to cope with competing demands (Ben-Galim 2011).

A formal decision to introduce FWA’s in the UK police service was made in 1992. This followed

a pilot scheme initiated by the Police Advisory Board in 1990 which introduced flexible working

options including part-time working. This was a consequence of a successful industrial tribunal

claim on the grounds of sexual discrimination whereby a female officers’ request to work

reduced hours had been refused (Tuffin and Baladi 2001).

FWA’s are considered essential both in retaining well qualified personnel and in support of

equal opportunity responsibility. By bringing with them personal qualities, the continued

integration of women police officers sought to contribute to a positive shift in culture (Gaston

and Alexander 1997).

2.5. Differing perspectives of flexibility

FWA’s enable employees to diverge from traditional working hours and are defined by Lewis

(2003: 1) as ‘policies and practices that enable employees to vary, at least to some extent,

when and or where they work’. Berg et al (2004: 331) state it is ‘the ability of individual workers

to increase or decrease their working hours and to alter their working schedule’. The British

government recently defined flexible working as ‘a way of working that suits an employee’s

needs, which includes flexible start and finish times, or working from home’ (GOV.UK 2014).

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Each definition suggests that flexibility is driven by employee need rather than that of the

organisation. The extent to which FWA’s enable a mutually beneficial solution for both employee

and employer is debated (Barnett and Hall 2001, Hill et al 2001).

Nowadays the terms ‘flexible’ and ‘flexibility’ are widely used and generally perceived in a

positive context, however the concepts can be incongruous and confusing (Furaker et al. 2007).

The meaning of the term ‘flexibility’ is often unclear and ambiguous, with a multiplicity of

meanings. This is likely to be due to the diversity of the terminologies, and the differing

interpretations applied by both employer and employee (Zeytinoglu et al. 2009). However, what

does appear consistent is that flexibility can positively serve the needs of both the organisation

and employee if effectively managed.

During a discussion on part-time working, Sheridan and Conway (2001) highlight how flexibility

can be driven from two separate directions. This is helpful in illustrating the different meaning of

flexibility for employee and employer. Supply driven flexibility requests are usually constructed

to benefit the employee, enabling them to better manage their work-life interface. Conversely,

flexibility that is constructed to benefit the employer would be driven by organisational demand;

enabling enhanced efficiency and more cost effective human resource management. This

means managers and FW’s are unlikely to share all of the same views about the drawbacks and

benefits of FWA’s. An example of employer led flexibility is seen through the advertisement of

part-time jobs. It is estimated that in excess of 1 million workers in the UK now work part-time as

they were unable to find full time work. This suits the employer but not necessarily the employee

(Ben-Galim 2011).

Olmsted and Smith (2007) reinforce how flexibility can be viewed from two perspectives.

Organisationally, it is the ability to rapidly cope and adjust to changing economic conditions by

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reallocating or expanding levels of labour to improve their product, service, productivity and

costs. From an employee’s view, flexibility is viewed as adjusting individual work-time schedules

or workplace locations when work demands conflict with personal needs.

2.6. The Flexible Firm

So what exactly is flexibility? The famous and controversial flexible firm model was developed

by Atkinson (1984). This opened up a debate around the definition of flexibility (Mesu, Riemsdijk

and Sanders 2013) which will now be explored.

Atkinson suggested that employees can be used to meet business demand through the

introduction of flexible working into day to day operations. His model, identifying core and

peripheral/secondary workers, distinguished two separate dimensions of employee flexibility;

functional, which is generally the permanent, skilled employees with internal career paths

(Wood 1989) and numerical, which are those individuals used to respond to changing demand,

including both internal staff (through overtime, changing hours etc.) and external supplementary

labour. This model looked to challenge the mechanistic, also known as scientific, management

approach (Taylor 1947 cited in Mullins 2007: 45), in which set rules and procedures seek to

enhance productivity however result in a very rigid structure (Bartol and Martin 1991).

In contrast to the mechanistic approach, functional flexibility, commonly labelled ‘job rotation’

captures the degree to which current employees can do differing roles, tasks and activities

within the organisation. It is said that ‘if resources are difficult to imitate and can be adapted to

changing conditions, they will be able to generate superior performance’ (Fernandez-Perez de

la lastra, Martin-Alcazar and Sanchez-Gardey 2014: 1). Indeed, by having permanent multi-

skilled workers and adopting functional flexibility, organisations create a wider dispersion of

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skills, experience and knowledge, which also minimises the risk of reliance on dedicated

workers in niche areas. As well as encouraging innovation, this enables employees to be quickly

redeployed to tackle new challenges in an ever changing climate (Arvanitis 2005). It is also

argued that the use of functional flexibility improves job satisfaction for employees by ‘reducing

monotonous, repetitive work’ (Martinez-Sanchez et al. 2009:364). It does however rely heavily

on multiple competencies and skill sets within the human resource pool and may increase

training costs. Atkinson describes functional flexibility as the core group of employees who are

highly regarded, often well paid and involved in decision making (Torrington et al 2011). This

group comprises both skilled workers including technical staff and management who are

essential to organisational success (Pilbeam and Corbridge 2010).

Numerical flexibility; altering the number of workers and/or hours worked, in accordance with

demand levels (Roca-Puig et al. 2008) can be achieved through the use of external workers on

temporary or fixed term contracts, a population which Atkinson terms peripheral employees.

Pilbeam and Corbridge (2010: 116) argue that the peripheral work force have little autonomy in

their work and ‘tend to have jobs rather than careers’, displaying general skills and knowledge,

not specific to one organisation. Whilst required by the organisation, they are not essential and

their skill sets easily replaced; giving them a lower level of job security than the core workforce

even if they can display functional flexibility (Marchington and Wilkinson 2012). They do

however buffer the core workforce against job insecurity.

The non-core employee population can be divided into three broad categories as highlighted in

the illustration below.

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Figure 1: The Flexible Firm model - Adapted by Atkinson J. (1984) by Marchington and Wilkinson (2012)

1. First peripheral group: Workers from the secondary labour market who are internal to the

organisation. They have a degree of permanence and are typically full time however

their job security is lower than that of the core, due to their non-specialist skills. They

provide a degree of numerical flexibility as, if laid off, they can be readily replaced by

employees with a similar skill set.

2. Second peripheral group: Workers who exhibit limited skills and experience,

consequently finding it difficult to break into internal labour markets, with little prospect of

employment security. Many temporary or part-time workers fit into this category and for

some the possibility to become ‘internal’ employees exists if they do a good job.

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3. External individuals: This includes sub-contractors, consultants, self-employed

individuals and agency workers of diverse skill sets including nurses, teachers,

accountants and secretaries (Druker and Stanworth 2001). These individuals are often in

a powerful position, choosing to remain outside of main stream organisational life in

order to maintain greater work-life balance and earn larger amounts of money.

There has been criticism of Atkinson’s model; in particular it is argued that numerical flexibility in

the form of temporary employment results in vulnerable groups of workers who suffer inferior

terms and conditions and can be excluded from equal opportunities policies (Conley 2002).

Furthermore, it oversimplifies matters claiming that core workers are highly skilled and periphery

workers are therefore low skilled (Hyman 1991). Nevertheless, the concept of the flexible

working model can be seen within organisations today and continues to be discussed by

academics.

Temporal, or working time, flexibility is a type of numerical flexibility. It captures adjustments to

working hours for existing employees, including reduced hours, altered working schedules, flexi-

time, term-time working, overtime and so on.

Atkinson believes that numerical flexibility allows management to match the supply of workers

with demand at any given time, and was intended as a proactive tool to meet business needs.

This is true if the flexibility is management driven. This is not the case in WMP, where all police

officers have the right to request flexibility to accommodate their personal needs; management

then deciding if it can accommodate them.

Applying the concepts of the flexible firm to WMP creates a number of challenges consequential

of the fixed, hierarchical and mechanistic structure, which, by its nature is inflexible. This

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structure, popular in the western world, assumes that detailed job descriptions are essential to

effective HR management (Elkin and Strach 2006). A limited degree of functional flexibility

exists with officers able to be redeployed to differing roles and locations at management

discretion. A recent restructure, increasing alignment to specialisms and generating more

‘experts’ has presented a risk that officers will become de-skilled in other areas, further

impacting functional flexibility.

The current policing model is mechanistic in nature. It could be said that all police officers are

core employees, in permanent positions with standardised minimum skills. Within the current

HR model, WMP does not have a clearly defined peripheral or external resource pool for

serving police officers, limiting the degree of employer driven numerical flexibility. For instance,

WMP does not utilise bank staff, something that the NHS has adopted for some time (Wright

2014). The only group that could be said to clearly fit into these categories are Special

Constables, officers who are trained and hold the powers of police officers in a voluntary

capacity.

Standard shift patterns are created in line with demand to ensure efficient deployment of

resource. Whilst providing a degree of longer-term numerical flexibility, short term numerical

flexibility is low, with officers all having minimum working hours agreed. There is some scope for

WMP to mandate flexibility to suit organisation demand, enabled through police regulations.

Exigencies of duty may require police officers to be ordered to work beyond their scheduled

duties, to re-roster their rest days or work on their agreed flexible ‘free days’. Uniquely, police

officers can be called to duty at any time.

Another dimension of flexibility that should be considered is that offered informally by

organisations; this is the unwritten rules and culture that governs what is permissible in the

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workplace (Holt and Thaulow 2004). These informal rules for instance enable managers to

dynamically alter working agreements at short notice to cater for organisational or employee

need. Such arrangements do exist within WMP, with the extent varying across different types of

roles. They are locally managed without HR involvement and consequently are not formally

recorded. Trying to integrate FWA’s into a non-flexible organisational structure presents some

fundamental deep rooted issues as well as specific, case by case considerations.

2.7. Work/family conflict & drivers for flexibility

The conflict between work and family roles can be differentiated from two directions (Sanz-

Vergel, Rodriguez-Murfloz and Nielson 2014); Work-family conflict (WFC) occurs when work

interferes with family life whilst family work conflict is seen when family interferes with work life.

WFC is linked to job dissatisfaction, impacting employee morale and turnover rates (Smith and

Gardner 2007, Porter and Ayman 2010). FWA’s can help reduce such conflict (Allen 2001)

however some employees perceive them as a necessity rather than a benefit Lewis, Gambles

and Rapoport (2007). The effectiveness of FWA’s in enhancing work-life balance is reliant upon

the support of management.

FWA’s are commonly employee initiated for their personal need and can be sold by employers

as a benefit to attract, recruit and retain highly qualified staff (Kelliher and Anderson 2010). They

can, conversely be driven by employers to address organisational requirements (Margherita,

O’Dorchai and Bosch 2009). During the recent recession, many employers used FWA’s as a

tool to help manage changes in demand whilst reducing redundancies (Ben-Galim 2011, Beck

2013).

27

It is suggested that work-family conflict can result in higher absenteeism, depression and poor

employee health (Grice, McGovern and Alexander 2008). For employees, flexible working is a

means to reduce such conflict, achieving an effective balance between work and personal

commitments (Russell, O’Connell and McGinnity 2009); promoting wellbeing and giving greater

control to switch between work and family responsibilities (Pederson et al 2008).

Shifting family practices, driven by a rise of women in employment, mean that FWA’s are now

also beneficial to men (Hofacker and Conig 2013), with greater use by them in recent years

(Lingard and Francis 2009). This growing trend of men taking a more active role in the

upbringing of children is further supported by the ability for up to 50 weeks maternity leave to

now be shared (Shared Parental Leave Regulations 2014). However, Burnett et al (2011)

highlight that some modern flexible working policies fail to sufficiently cater for fathers in

professional jobs, with expectations from employers that they should work increasingly longer

hours, leading to work life balance conflicts. Skinner and Pocock (2011) also suggest that some

employees, particularly men, think flexible working practices lead to lower income and job

insecurity.

Scientific evidence suggests that flexible working promotes physical and mental wellbeing, with

a review of 10 research studies by Wolfson Research Institute showing it is linked to reduced

stress. One study found that police officers who could alter their working times showed

significant improvements in psychological wellbeing when compared to officers on standard

working patterns (Smith 2010).

Beauregard and Henry (2009) however, propose that flexible working only leads to increased

job satisfaction and organisational commitment if employees themselves perceive that they

have increased control over their time through the usage of such flexibility. Vandeweyer and

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Glorieux (2008) agree that the link between FWA’s and improved work-life balance will only be

seen when arrangements are voluntarily entered into rather than being imposed by the

organisation, whilst Wang and Walumbawa (2007) believe there is no clear link between FWA’s

and commitment to the organisation.

2.8. Workforce attitudes towards FWA’s

Research into the perceptions of line managers and co-workers is limited, especially within a

policing context.

A key underlying issue around the management of FWA’s appears to be the subjectivity,

personal values and beliefs of line managers. This was seen recently when an employee

successfully won a sexual discrimination case against his employer, the world’s second largest

professional services network Price Waterhouse Coopers (Crawford 2014); An employee was

told by his manager that FWA’s would damage his career and perceived FWA’s for family

purposes to be more suited to females. A tribunal found that despite diversity training, cultural

assumptions and subconscious views had influenced the judgement of the manager.

Pfeffer (2007) highlights that some managers have cynical assumptions about employee

behaviour, viewing them as inherently effort adverse; exploiting any changes in working patters

to minimise their efforts at work. FW is subjective and often managers and co-workers hold

subconscious stereotypes; for instance motherhood invokes a view, amongst some, that FW’s

lack productivity, competency and commitment (Correll, Benard and Paik 2007).

Mcarthy, Darcy and Grady (2010) recognise that managers’ attitudes towards FWA’s are

influenced by policy awareness and involvement in policy setting; in turn impacting employee

29

awareness, uptake and policy satisfaction. Surveys on both employers and employees highlight

that line manager’s attitudes are a critical barrier to effective FWA’s (CIPD 2012), with a lack of

management support sometimes resulting in increased work life conflict (Porter and Ayman

2010). Work overload and a lack of commitment and time by line managers will constrain their

ability to effectively manage FWA’s (Hutchinson and Purcell 2010).

A survey in 2012 by the Police Federation for women officers, receiving over 3000 responses,

highlighted that 18% of respondents felt FWA’s are discouraged in the police service and 4 out

of 10 were considering leaving. The survey specifically identified the need to improve the

management of FWA’s (Police Federation 2012).

Within the policing environment some attitudes and misconceptions faced by officers requesting

FWA’s have been old fashioned, with some individuals thinking that their managers perceive

FW’s to lack commitment or are being intentionally difficult (Turnbull and Wass 2012).

2.9. Benefits & drawbacks

There are a number of alleged benefits and drawbacks to FWA’s. Joyce et al. (2010) for

instance, propose that flexible working positively correlates with employee attitudes, well-being

and performance. The College of Policing have also suggested that the benefits within a

policing environment include improved morale and commitment, reduced sickness, retention of

staff and reduced training costs (COP 2013). However, they present no clear empirical research

to back up these statements. Furthermore, research by Keliher and Anderson (2008) shows a

strong relationship between FWA’s and the perceptions of job quality; however their research

also found that development opportunities and career progression were negatively impacted.

30

The following findings, unless stated, are generic discussions on FWA’s and show how some

alleged benefits are contested.

Stress levels

It is claimed that employees who achieve an effective work-life balance through FW experience

reduced stress levels in comparison to those struggling to manage competing demands

(Kossek, Kalliath and Kalliath 2012, Shagvaliyeva and Yazdanifard 2014). Ince (2004)

reinforces that FWA’s, specifically within a policing environment, can lower stress levels and

improve officer fatigue. A recent study however, focusing on the impacts of flexi-time

programmes, found no link to the reduction of stress levels and identified a negative relationship

between flexitime and job security (Eldridge and Nisar 2011). Russell, O’Connell and McGinnity

(2009) go a step further and argue that, contrary to general belief, flexibility with working

schedules may actually hinder the work-life balance and exacerbate problems.

Organisational performance

Some authors believe that there is a positive correlation between FWA’s and organisational

performance (Glass and Finley 2002, Shagvaliyeva and Yazdanifard 2014); conversely others

have found no association between the two (Wallace and Young 2008). Mcdonald, Pini and

Bradley (2007) argue that such a link, whilst possible, is not certain to be beneficial to

organisational performance.

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Absenteeism

Maxwell et al (2007) found that FWA’s reduce sickness levels, whilst Hyland and Rowsome

(2005) were unable to find a correlation. Of note Venne (1997) found an associated increase,

however this study was restricted to employees working compressed hours and therefore does

not represent a comparable population.

Employee productivity

Stavrou (2005) found that individual productivity was enhanced by flexible working. This was

reinforced by a survey involving 1000 organisations which found that 58% of employers

believed their staff became more productive (CIPD 2012); conversely Branine (2003) identified

an increase in employee dissatisfaction through FWA’s and questioned the impact this has on

individual productivity.

Morale

Paterson (2014) highlights how FWA’s can significantly increase employee morale at work and

enhance their mental and physical well-being. During their study on the NHS, Atkinson and Hall

(2011) found that, when managed well, FWA’s can make employees feel happy at work, a

measure of employee morale. They link this to positive behavioural characteristics and

individual performance. Further research shows that FWA’s have a significant impact on

employee motivation (Ahmed, Idris and Hashim 2013) and a positive correlation with healthier

lifestyles, often resulting in increased hours of sleep and improved stress management

(Grzywacz, Casey and Jones (2007). Hutchinson (2014) highlights that FWA’s increase

employee motivation, satisfaction and engagement; resulting in higher levels of productivity.

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2.10. Integration challenges

A study amongst nurses found differences in perceptions of the availability of FWA’s,

recognising that the 24/7 nature of nursing poses significant challenges to its successful

implementation. It highlighted inconsistencies in the management of FWA’s and suggested that

high volumes of FW’s can result in organisations actually becoming inflexible (Harris et al.

2009).

Tuffin and Balladi (2001) conducted a survey across all police forces, concluding that part-time

officers were located in a variety of roles however there were no standard procedures for

introduction or management of these individuals. Further research found that FW’s within the

police service have previously reported a lack of development opportunities and feelings of

isolation (Turnbull and Wass 2012).

By definition part-time officers have chosen a shorter working week. This can conflict with the

requirements and expectations of the organisation, which may necessitate officers to start early

and, under exigencies of duty, stay at work late, or even be called in during rest days and

annual leave (Turnbull and Wass 2012). Indeed, FW’s may actually be viewed as inflexible

within operational policing (Edwards and Robinson 1999). There is evidence to suggest that

FWA’s can be effectively integrated into the policing environment, in 2006 the Metropolitan

Police Service was selected as the working families employer of the year, offering measures to

assist officers in balancing their work-life demands; including emergency backup child care,

subsidised holiday play schemes and work-life balance advisors (Foster 2007).

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2.11. Politics

FWA’s are currently a critical focus area amongst politicians. In 2012, Deputy Prime Minister

Nick Clegg, outlined proposals for the right to request FWA’s to be extended to all employees.

This was widely misinterpreted, with the Telegraph stating that all employees would be able to

demand FWA’s as opposed to requesting them (Peacock 2012), contributing to a significant

perceptual problem. Employees have the right to request, but not demand FWA’s and

employers have plenty of scope to refuse requests. The Daily Mail further exacerbated this

problem in June 2014, stating that employees could ‘demand’ FWA’s, if they ‘just want a lie-in or

time off to pursue a hobby’ with parents and carers potentially losing out as requests could not

be prioritised (Doyle 2014: 1).

The government recently introduced shared maternity/paternity leave between mothers and

fathers, further highlighting the importance of FWA’s amongst the countries leaders. Within their

2015 election manifesto, the Labour party lay out proposals to working families, including an

extension of free child care (BBC NEWS 2015), aimed at encouraging more parents to return to

work; indicating likely increases in the numbers of employees who will seek FWA’s going

forward. The Liberal Democrats similarly pledged to extend free childcare, introduce more

paternity leave for fathers and extend parental leave for new-borns to grandparents (Liberal

Democrats 2015).

Research by the Centre for Economics and Business Research claims that flexible working

policies could inject £11.5 billion into the British economy through efficient HR deployment and

increases in individual performance and morale; with a further £7.1 billion saving possible on

travel expenses through technology advancements and work from home schemes (Crawford

2014).

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Working families, the UK’s leading work-life balance charity have recently created their own

manifesto to encourage the government and businesses to further promote FWA’s. It includes

proposals to have a flexible by default approach to job design and recruitment in the public

sector, to increase the length of paid paternity leave, and to introduce a national strategy on

childcare to reduce the significant costs currently faced by parents who are looking to go to work

(Working families 2015).

WMP have recently joined forces with working families to review the force flexible working policy

and make observations against other comparable organisations.

2.12. Conclusion

This review has found the concept of flexibility to be broad and somewhat lacking in theoretical

clarity with a multiplicity of meanings and interpretations. As seen, there are many alleged

benefits and drawbacks to FWA’s.

It has been suggested that many academics use the term ‘flexible’ too narrowly, with the

dominant focus often placed on the employees domestic life needs rather than organisational

need (Lake 2013). Following an analysis of the literature the researcher supports this view.

For employees, the separation between the domains of work and domestic life, which often

forms the main focus of the wider literature is complex; trying to achieve a balance between the

two can be extremely difficult and as Donkin (2010) highlights, in reality the two are inseparable.

An increased focus is now needed on trying to seek a balance between the organisations need

and that of the employees, particularly in a 24/7 emergency service environment where demand

times are often during unsociable hours and can clash with the needs of the FW. There is also a

35

need to have a greater understanding of the attitudes and perceptions surrounding FWA’s,

particularly amongst line managers and co-workers.

FWA’s within the police service are driven and initiated by employee need rather than that of the

organisations, and the concept of the flexible firm model when applied to WMP shows that

numerical and functional flexibility is restricted. Furthermore, it has been suggested that a high

volume of FW’s can result in an organisation becoming inflexible. The past decade has seen a

significant increase in the number of employees who uptake FWA’s and recent government

proposals are likely to maintain this upward trend.

This literature review has shown that flexible working in the police may result in reduced

development opportunities and feelings of isolation. An example in the Metropolitan Police

Service has shown that flexible working can, to a degree, be effectively integrated into the

policing environment. Despite this, research by the Police Federation in 2012 highlighted that

there is an urgent need to improve the management of FWA’s within the police service.

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Chapter 3

3. Methodology

3.1. Introduction

This study seeks to understand existing flexible working practices with WMP and the challenges

which these present given the 24/7 emergency service obligations.

A key objective of this paper is to identify if FWA’s have a positive impact on employee morale.

Morale has been defined as ‘the confidence, enthusiasm and discipline of a person or group at

a particular time’ (Oxford Dictionary 2015) and is a critical factor in any organisation Mcfadzean

and Mcfadzean (2005). Indeed, it is claimed that low morale results in poor job performance and

absenteeism (Richards 2013).

This research will explore levels of job satisfaction, feelings of well-being and general

enthusiasm of flexible workers; all areas which McNall, Masuda and Nicklin (2010) claim are

enhanced through the use of FWA’s and are commonly referred to within the concept of

‘morale’.

3.2. Philosophy and methodology

An initial examination of research philosophies was used to determine the chosen methodology.

There are various research paradigms which guide the way research is undertaken, with two

core philosophical dimensions: ontology and epistemology (Saunders, Lewis and Thornhill

2009). In essence, these relate to the development and nature of knowledge. Ontology is about

how people perceive a reality, whilst epistemology is concerned with the study of knowledge, its

37

presuppositions, foundations, extent and validity; and ultimately what is deemed to be

‘acceptable knowledge’. Alongside these fundamental philosophies are axiology and

methodology, two beliefs which impact the way reality is investigated. Axiology looks at how

people determine the value of things and is concerned with ethics, acknowledging how people

think differently and encompassing the researcher’s stance in relation to the subject being

studied. Methodology relates to the various approaches of the research process and is

concerned with the collection of data; focussing on why, what and how data is collected and

how it is subsequently analysed (Collis and Hussey 2009).

A chosen methodology must be suitable to achieving the intended aims and objectives of the

research. Collis and Hussey (2009) explain that research design is the art of planning

procedures to undertake a study in order to produce the most valid findings. There are two main

categories of data collection namely qualitative and quantitative.

Quantitative research, an approach typically based on positivism, produces data in numerical

form and tests theory by measuring numbers and analysing with statistical techniques. Some

researchers believe that unless human behaviour is expressed numerically it cannot be

measured accurately (Taylor et al 2004). Common assumptions underlie such research

methods including the belief that reality can be studied objectively and that the researcher is

independent and does not interfere with the research. In the social sciences, many people

believe that quantitative research is more scientific, implying precision and accuracy and

commands more respect (Berg 2004). Conversely, critics argue that the measurement process

possesses a synthetic and false sense of reality (Bryman 2008) and that it is impossible for a

researcher to remain objective without their values and beliefs hindering the research (Somekh

and Lewin 2011). Positivists believe in generalisation; extrapolating quantitative research

findings across entire populations. This theory was endorsed by Manheim et al. (2007: 119) who

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believes that ‘a truly representative sample is a microcosm, a smaller but accurate model of the

larger population from which it is taken’.

Supporters of this approach believe that different researchers who apply similar statistical

techniques to the same problem will generate similar results. Axiologically, the researcher is

detached from what they are researching. Epistemologically, it advocates a scientific approach,

utilising numeric measures to capture an adequate level of knowledge.

Qualitative data is closely linked with interpretivism, seeking to understand human and social

activities by examining and reflecting upon perceptions. It is subjective (Collis and Hussey 2009)

and can involve participant observation and unstructured interviews through to the analysis of

words, videos, pictures, or objects. The underlying assumption is that there are multiple

realities, which are socially constructed. During data collection, researchers work closely with

individuals and groups, seeking to understand their feelings and experiences, advocating that

this provides greater depth and a more detailed picture of social life (Taylor et al. 2004).

Qualitative research should be flexible and unconstrained and has been described as an

interpretive, dynamic and free-flowing process (Corbin and Strauss 2015). Hennink, Hutter and

Bailey (2011) show us that social reality may frequently change and can have multiple

perspectives because experiences are subjective.

Berg (2004) acknowledges that the practice of qualitative research is often criticised; its non-

scientific basis calling into question the validity of results. Axiologically, researchers form an

integral part of the research process; they interact with participants, gather qualitative data to

understand social constructs. Epistemologically, the research focuses on the detail behind a

situation, acknowledging that the nature of reality is subjective and different meanings will be

applied. Corbin and Strauss (2015) highlight that each person experiences and applies meaning

39

to events in light of their own biography or experiences; according to time and place, gender

and political, cultural, religious and professional backgrounds. Indeed, when a collection of

people witness or experience the same event there can be much conflict over what was said,

with differing meanings applied. Individual interpretation can be complex and is based upon

each person’s history, values and beliefs.

A risk with qualitative research is personal bias in interpretation. It is imperative that researchers

self-reflect on how they influence the process (Hamberg and Johansson 1999) and try to remain

objective. The quality of results produced using a qualitative approach is highly dependent on

the skill of the researcher.

Advantages and drawbacks exist with both quantitative and qualitative research methodologies.

Berg highlights that they offer a different line of sight directed towards the same point, to

observe and understand a phenomena (Berg 2004). An approach known as triangulation

combines different lines of sight. Using multiple, data-gathering techniques to investigate the

same problem provides an enhanced understanding of a reality. Researchers who adopt a

‘mixed method’ approach use different measurements to provide a repeated verification, thus

confirming the validity of a study Hart (2005: 349); conversely there is an argument that

quantitative and qualitative researches are incompatible and such triangulation is superficial

(Bryman and Bell 2011).

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3.3. Research design

The research design for this study focused on:

(1) Uncovering the differing organisational practices within WMP around flexible

working

(2) Understanding workforce attitudes towards flexible working and whether

FWA’s positively impact morale

(3) Exploring whether flexible working can be effectively accomplished within the

needs of WMP’s 24/7 operations

The focus of this research was limited to police officers in the ranks of PC, Sergeant and

Inspector, where the bulk of FW’s were likely to be positioned. The very nature of this research

is emotive and subjective. It is not a ‘black and white’ subject and trying to restrict the research

measurement to a quantifiable basis does not seem appropriate in understanding the ‘why’ that

sits behind research data. It is reasonable to suggest that there may be conflicting opinions

dependant on individual experiences of FW. A mixed methods approach was therefore adopted

to try and reduce the threat of inconsistencies or bias within the results obtained.

HR data was obtained, providing an initial oversight of where FW’s are positioned amongst the

many departments and teams within WMP. This provided a view of the FW demographic within

WMP as well as including a full list of relevant individuals which supported a representative

sampling approach.

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The researcher identified three specific viewpoints which formed the basis of this research. Data

was collated from:

1. Flexible Workers

2. Line Managers

3. Co-workers (rank of PC)

In addition, a face to face interview was undertaken with an HR Manager.

The first research method employed was that of a quantitative nature, using 3 different

questionnaires, specifically tailored to each of the above target groups (appendices 2-4).

3.3.1. Questionnaires

Questionnaires consist of uniformed questions in which the respondents are offered standard

options to answer from; this includes ranking answers on an agreement scale or answering

yes/no. A single blanket questionnaire did not seem appropriate for all three groupings. The

researcher utilised the Bristol Online Survey Tool and considered the objectives and findings of

the literature review in designing a set of suitable questions bespoke to each of the three

groups. Hofstee (2006) argues that an advantage of this approach is that confidentially is

ensured to respondents, which can raise confidence and encourage a higher response rate. It is

also easier to analyse and convert results into quantitative data.

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Flexible workers

The questions were partitioned into 4 distinct sections which sought to explore their

perspectives. This could only be completed by FW’s (appendix 2).

i. Background (capturing gender, age, department, type and length of FWA and the

reason)

ii. Support, morale & engagement

iii. Training & career development

iv. Awareness of policy and line management reviews

An optional free text box concluded the questionnaire:

How can WMP improve the management of FWA’s?

Line managers

This questionnaire followed the same format outlined above for FW’s, with questions adapted to

suit the target audience in order to obtain the relevant management perspective. It could only be

completed by respondents who were line managers of FW’s (appendix 3).

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Non flexible workers/co-workers

This short questionnaire consisted of 3 key areas and could only be completed if the respondent

was a NFW and was not responsible for line managing a flexible worker (appendix 4).

Questions, again were tailored to this specific audience and explored their:

i. Background

ii. Knowledge of flexible working & perceptions of FW’s

iii. Thoughts on training & career development

2 optional free text boxes concluded the questionnaire:

When considering flexible working within WMP, please provide any positive comments

you may have

Please provide any constructive comments you may have that will assist in improving

flexible working practices

WMP comprises over 7000 police officers, of which 1048 hold FWA’s. It was not practical to

conduct research across the entire population, therefore an electronic questionnaire link was

sent via internal email, to 400 individuals selected from the HR listing, comprising:

44

1. 250 FW’s were selected from the ranks of PC, Sergeant and Inspector and were

representative of Force Contact, FCID, PPU and the full range of departments across all

10 local policing units

2. 90 line managers at the rank of Sergeant and Inspector (across the above departments)

3. 60 NFW’s (Co-workers at the rank of Police Constable)

The majority of the three questionnaires were made up of closed questions; i.e. age groupings,

male or female, Likert scales and checklists and therefore tended to generate quantitative data.

In addition to this, the free text concluding boxes across each questionnaire enabled

respondents to write descriptive answers. This introduced a qualitative aspect to the

questionnaire and ensured that respondents did not feel constrained to just those topics

covered in the questions posed by the researcher. This provided an opportunity for individuals

to express personal opinions on any aspect of flexible working that they felt appropriate.

The steps outlined by Francis et al (2004) were referred to when constructing each

questionnaire. This was to; (i) consider the research objectives, (ii) choose a response format,

(iii) design suitable questions and (iv) pilot and revise questions prior to distribution. The survey

comprised short sentences with simple and clear language and for all closed questions the

survey tool only permitted respondents to provide one answer.

A 5 point Likert scale was chosen for many questions, which comprised of:

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1. Strongly agree

2. Agree

3. Neither agree or disagree

4. Disagree

5. Strongly disagree

This sought to provide a measurable level of support or disagreement to the questions posed.

The majority of questions were designed to illicit responses that would explore the key objective

areas and the issues identified from the literature review; testing the common arguments. Of

course, there are other questions that could have been included however those selected were

the most pertinent to achieving the research objectives within a restricted scope of research to

comply with timescales and word count.

3.3.2. Interviews

The next stage of analysis was to apply a qualitative approach through the use of one to one

interviews. There are three common approaches to interviewing; structured, semi-structured or

unstructured (Fontana & Frey 2005), each of which was considered. Key considerations around

these approaches are:

Well defined structured interviews: These can be largely shaped by the way the researcher

defines the concepts and structures the schedule, phrases and order of questions. This

46

approach uses a predefined set of questions applied in the same order to each respondent and

such standardisation seeks to minimise the impacts that the interview process can have on the

results; tending towards a quantitative data collection approach. Advocates of structured

interviews claim that studies can be more easily replicated by others which can facilitate future

comparisons. Conversely critics claim that the researcher can heavily restrict the direction and

results of the interview (Hobson and Townsend 2010).

Semi-structured interviews: These enable the researcher to cover certain aspects of an

agenda whilst giving opportunity to participants to talk about areas of significance for them. As

Hobson and Townsend (2010) state, this approach allows the researcher to achieve both

breadth and depth in their datasets. This approach, which affords a greater degree of flexibility,

is also likely to produce answers that the researcher had not thought of. This sits in the middle

of the quantitative/qualitative continuum.

An unstructured approach: This is completely flexible with little or no set format. Corbin &

Strauss (2015: 38) claim this approach ‘provides the richest source of data for theory building’

but the key objectives of the intended research could be missed.

In light of this, a semi-structured approach was selected to ensure focus whilst still allowing

freedom for the interviewee to supply their thoughts and feelings; remaining mindful throughout

each interview that there is a risk of the researchers’ own personal bias, values and beliefs

influencing the direction of the interview (Bryman 2008). This approach can generate a good

amount of qualitative data from a small quantity of respondents which can be used to explore,

support or negate findings from questionnaires (Hart 2005).

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The researcher designed a small set of simple and broad questions around the topic of flexible

working, specifically tailoring questions to each of the three main groupings in a similar notion to

the questionnaire approach (appendix 5).

Determining the number of interviews sufficient to present credible findings is a challenging and

subjective area. Research has however shown that saturation can occur within the first dozen

interviews and the basic elements of meta-themes (the significant dimensions of the topic being

studied) can be present as early as 6 interviews (Guest, Bunce and Johnson 2006).

11 interviews were undertaken to obtain 4 key perspectives. Confidentiality was of the upmost

importance in encouraging respondents to answer questions truthfully and freely; questionnaires

were submitted anonymously whilst interviewees were allocated numbers.

To avoid duplication of responses, leading to bias in the data, interviewees were not part of the

questionnaire sample group.

Table 1: Semi-structured interviews

It is recognised that the sample size within each perspective group is small and this is a further

limitation to the research findings.

Perspective RankInterviewee

number

Flexible worker Inspector 1

Flexible worker Sergeant 2

Flexible worker Sergeant 3

Flexible worker PC 4

Flexible worker PC 5

Line manager Inspector 6

Line manager Sergeant 7

Non flexible worker PC 8

Non flexible worker PC 9

Non flexible worker PC 10

HR manager Pol ice Staff 11

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3.3.3. Analysis of qualitative data

There are many variations on how qualitative data can be analysed with a range of

terminologies, including interpretative phenomenological analysis, conversation analysis,

discourse analysis and narrative analysis. The researcher conducted a thematic analysis of the

free text questionnaire data and the detailed written notes taken from each interview. This

method, which identifies, analyses and reports themes (patterns) is the most common form of

analysis for qualitative research (Guest 2012) and considered useful when analysing under-

researched topics (Braun and Clarke 2006). Interestingly there is no clear agreement about how

to undertake a thematic analysis (Tuckett 2005, Attride-Stirling 2001) and the approach is

flexible in its nature. 6 common phases were followed:

1. Familiarisation of data

2. Generation of initial codes

3. Searching for themes

4. Reviewing themes

5. Defining and naming themes

6. Producing the report

Having followed step 1 the researcher generated codes. Coding is a word or phrase which

‘symbolically assigns a summative, salient, essence-capture and/or evocative attribute for a

49

portion of language based or visual data’ (Saldana 2012: 3). These codes were then collated

and grouped into themes. Determining what counted as a pattern and theme was subjective,

relying on personal judgement. To maximise the data output, a significant amount of time was

therefore spent carefully assigning, reviewing and naming each theme. This process is not an

exact science so, in order to optimise data interpretation, the material was re-read several

times. As identified by Corbin and Strauss (2015) it was essential for the researcher to look

critically when trying to make interpretations, regularly questioning the meaning of phrases and

words. In order to ensure focus, a copy of the research objectives, and other main issues

surrounding flexible working were regularly referred to when making the coding decisions, as

recommended by Auerbach and Silverstein (2003).

A thematic analysis was completed across the entire qualitative data set and partitioned into 7

summary tables. See appendices 6(a) - 6(g)

Interview comments – 4 tables: FW’s, line managers, non-flexible co-workers and a

senior HR manager

Questionnaire free text comments – 3 tables: FW’s, line managers and non- flexible co-

workers

The most frequent and prevalent themes were placed at the top of each table; the researcher

then cross referenced these against the quantitative questionnaire results and the findings from

the literature review.

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3.4. Reliability and validity

Watling (cited in Winter 2000: 7) states that ‘reliability and validity are tools of an essentially

positivist epistemology’. Reliability is the degree to which research provides an accurate

representation of the wider population being studied; it looks at accuracy and the measurement

of reality. Validity looks at whether research truly does measure the intended objectives and

how truthful the results are; it is the extent to which research can be replicated and the capacity

to produce the same measurements. The author acknowledges that the relatively small sample

size of questionnaires and one to one interviews poses inherent limitations to the resultant data

sets. No claims can be made regarding the generalisability across the wider population in WMP

and research results are necessarily tentative. To try and validate the views of the respondents,

the author has drawn upon the literature review and cross references findings with HR data.

Furthermore, a mixed methods approach, which was adopted here, is said to assist in

confirming the validity of research (Creswell 2014).

3.5. Ethical considerations

The primary research methods for this paper received approval from the Coventry University

ethics committee (appendix 7). Permission was also obtained from WMP to undertake this

research which involved the receipt and analysis of HR data. As part of the ethical submission,

a participant information sheet (appendix 8) and informed consent form (appendix 9) was

provided to all individuals confirming that their participation was voluntary and that all responses

would be treated in a confidential manner. The process to collate information through internal

questionnaires and face to face interviews was conducted on an anonymous basis in order to

comply with the commitments of the ethical submission.

51

Chapter 4

4. Results and Findings

This chapter will begin by summarising data obtained from the WMP HR department, which

provides an overview of the overall flexible working numbers for police officers; and their

deployment across departments. It will then explore the results of the questionnaires within each

of the following groups:

Flexible workers

Line managers

Co-workers

HR (interview only)

4.1. HR flexible working data

WMP is divided into 10 local policing units; each having four core policing functions; Response,

Investigation, Neighbourhood and the Community Action & Priority team. There are further LPU

teams that sit alongside this including the Offender Management team.

Outside of the LPU’s, the force has a number of specialist teams, including FCID, Firearms unit,

Traffic, Force Contact and the PPU.

52

The number of police officers (headcount) within WMP, as of April 2015 is 7177. Appendix 10

shows the breakdown of this across differing departments and outlines the total numbers within

each ranking, from Police Constable through to Chief Constable. After deducting the loss of

employee hours through part-time/reduced hours, the actual strength of police officers is

6993.3, of which 57% are aligned to a specific LPU.

The 2001 study on FWA’s within the police service found that forces did not have effective or

standardised mechanisms for recording FWA’s, and data collection was difficult (Tuffin 2001).

In 2004, a Home Office study for police resource management also found that obtaining data

was problematic and figures were often approximated (Home Office 2004). A decade on in

2015, it was clear that such problems, to a degree, still exist within WMP.

FW data was supplied by the WMP HR department in April 2015 with a caveat that it was

unlikely to be 100% accurate and was between 6 to 12 months out of date. Furthermore, the

data reflects a snapshot in December 2014, making it slightly out of date. The information, with

permission of the HR department, has still been included in this paper to provide an

understanding of the general flexible working picture within WMP.

Table 2: Total number of flexible workers by rank & their respective proportions

Rank Number of flexible

workers

Proportion against

rank

Chief Constable 0 0.00%

Deputy Chief Constable 0 0.00%

Assistant Chief Constable 0 0.00%

Chief Superintendent 0 0.00%

Superintendent 0 0.00%

Chief Inspector 2 3.10%

Inspector 13 4.90%

Sergeant 108 11.40%

Constable 908 15.90%

Grand Total 1031 14.60%

53

Table 2 above shows that 14.6% of officers hold FWA’s. The highest proportion being Police

Constables (15.9%) rapidly decreasing to just 3.1% (2 individuals) at the rank of Chief Inspector.

The overall gender split for FW’s is 79% female / 21% male. No members of the SLT hold

FWA’s.

Figure 2: All police officers with a FWA (1,031 individuals)

Figure 2 demonstrates that, over half (56.1%) of all FWA’s relate to part-time/reduced hours,

with minimal job sharing agreements. Information was not available to highlight the reasons for

each FWA (i.e. child care) and 124 agreements had not been allocated to a category.

Appendix 11 shows a full breakdown of where FW’s are deployed. In summary:

61% of all FW’s are located on an LPU and spread across a range of functions; the

majority being aligned to Neighbourhood and Investigation teams

The proportion of FW’s on an LPU is as high as 20.3% (Birmingham Central & West)

56.1%

13.6% 13.4% 12.0%3.4% 0.9% 0.5% 0.1% 0

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Par

tTi

me

/Re

du

ced

Tim

e

Stag

gere

d H

ou

rs

Co

mp

ress

ed h

ou

rs

Fle

xib

le w

ork

ing

still

cat

ego

risi

ng

An

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alis

ed h

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rs

Term

Tim

e

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le F

lexi

ble

Wo

rkin

gA

rran

gem

en

ts

Job

Sh

are

Seas

on

alSt

agge

red

ho

urs

All police officers with a FWA (1031)

54

4.2. Interview & survey results (with discussion)

A Likert scale was frequently used to measure the extent of agreement or disagreement of

respondents to the questions within the electronic survey. The graphs in each section illustrate

the five measurements used. When discussing what the graphs show, a ‘selective interpretation’

approach has been adopted. The responses agree/strongly agree and similarly

disagree/strongly disagree have been clustered, with each relevant chart showing the more

detailed breakdown of results. Alongside this, the key findings from the semi-structured

interviews and free text questionnaire data will be presented. This mixed methods approach

enables a deeper and more meaningful discussion of the data. Finally, section 4.2.4 will present

the findings from an interview with a senior HR manager.

4.2.1. Flexible workers

4.2.1.1. Thematic analysis

5 FW’s were interviewed; a thematic analysis has been undertaken on the resulting data which

has identified 7 main themes and several sub-themes. A full breakdown of this can be seen in

appendix 6(a). In addition, a number of respondents provided free text data within their

questionnaires; the thematic analysis relating to this can be seen in appendix 6(b). Key themes

and relevant quotes are discussed below alongside the questionnaire results.

4.2.1.2. Respondents

Electronic questionnaires were sent to 250 FW’s across Force Contact, FCID, PPU and

departments across all 10 LPU’s. 89 questionnaires were completed, equating to a 36% return

55

rate which is within the normal anticipated range of 30-40% for internal surveys (Survey gizmo

2010). Respondents were from a wide range of departments and geographical locations, as

outlined in appendix 11. Figure 3 below shows the breakdown of responses by rank. 40

individuals included free text (qualitative) information.

Figure 3: Replies by rank

4.2.1.3. Data analysis & discussion

Figure 4: Reason for FWA

82

3 2 2 Child Care

Other

Personal Health

Carer

56

Figure 4 demonstrates that, within the selected sample almost all of the agreements were for

child care purposes (92.1%). Most respondents confirmed that their agreement was for either

reduced/part-time hours or an amended shift pattern (appendix 12).

60.7% (54) of respondents in the WMP survey were aged 26-35 years old. These findings align

with the Office of National Statistics who, in 2013, found that despite changing trends, women

are still commonly the main child carer and the mean age to have a baby is 30 (Office of

National Statistics 2013). Whilst officers have a right to request flexible working for any reason,

with each application being considered against 8 business reasons for rejection, there were no

examples identified where officers hold FWA’s in order to pursue hobbies, training courses,

charitable work or reduced hours in the approach to retirement.

Figure 5: Happy in role

Interviewees were asked whether they are happy in their role in order to gauge an initial

indication of morale. This question did not test any correlation between ‘happiness’ and their FW

status, which subsequent questions drill down into. Figure 5 shows that the majority (77.5%)

agreed.

25

44

11

6 3

0

5

10

15

20

25

30

35

40

45

50

Strongly Agree Agree Neither Agreeor Disagree

Disagree StronglyDisagree

57

Figure 6: As a result of being a FW my morale level at work has increased

More specifically, respondents were then asked if their morale at work had increased since

becoming a FW, which research by the CIPD (2012) cites as one of the main benefits of flexible

working. As seen in figure 6 above, the majority of individuals (77.5% = 69) agreed,

demonstrating the positive impact FWA’s can have, with increased morale commonly linked to

enhanced performance. These findings support research conducted in the NHS which found

that flexible working within a 24/7 organisation can lead to improved employee satisfaction

(Wortley and Grierson-Hill 2003).

Qualitative data (interview and free text) generally supported the questionnaire results:

‘I have got the balance right with my home life, as a result I would say my morale

is very high but this could quickly drop, it depends on how I am managed’

Interviewee 2

40

29

9 9

2

0

5

10

15

20

25

30

35

40

45

Strongly Agree Agree Neither Agreeor Disagree

Disagree StronglyDisagree

58

However, there were exceptions to this general trend usually associated with bad management

or negative perceptions amongst co-workers:

‘Being a FW has actually reduced my morale at work. This is because of the way

staff and management make you feel’ Interviewee 4

Figure 7: Level of support & engagement

When asked if their line manager is supportive of their FW status, 82% (73) of respondents

agreed, with only 5 individuals disagreeing, see figure 7 above. This is largely supported by the

qualitative responses:

59

‘I have had very supportive line managers who have been clear regarding their

expectations and have been fair regarding my requests’ Interviewee 1

‘My current Sergeant is supportive however for the last two years I did not have

that support’ Interviewee 4

‘I feel that WMP have been very supportive of my need to work flexibly’

Questionnaire 1

As seen in figure 7, when respondents were asked whether they have found WMP

accommodating to their flexible working needs 74.2% of individuals agreed. This positive view

was supported by several of the qualitative responses. It was however identified in the free text

responses of two individuals that WMP could do more to encourage male flexible workers:

‘Many couples are both employed by WMP and I think more support is needed for

men to work flexible/part-time. There is a stigma attached to this’ Questionnaire 24

‘There needs to be more willingness and understanding towards full-time male

officers requesting FWA’s and not carry the view its always going to be female

officers’ Questionnaire 9

Consistency in the management of FW’s has been recognised as a contentious area. Figure 7

shows that only 34.8% of individuals agreed that there is consistency across WMP whilst 52.8

% (47) disagreed. Concerns were also raised through many of the qualitative responses; 13 of

the 40 cited management inconsistency as an issue, for example:

60

‘The management of FWA’s is inconsistent across the force. Having performed a

variety of roles I have seen how differently flexi-working is managed’ Interviewee 1

‘Managers must be more consistent. Some are great, willing to listen and

compromise, others are terrible’ Questionnaire 49

It is widely suggested that flexible working enables employees to be more productive, especially

for those who feel they have a good-life balance (Galea, Houkes and De Rijk 2014). 73% (65) of

respondents agreed with this statement.

A further commonly claimed benefit of flexible working is enhanced employee commitment to

the organisation (Beauregard and Henry 2009). Jones, Ni and Wilson 2009 show that employee

commitment provides better job satisfaction and improves productivity. To test this, flexible

workers were asked if they feel more commitment towards WMP because of their FWA. Figure

7 shows that only a small majority, 58.4% (52) agreed with this, casting some doubt on the full

extent to which employee commitment is improved through the use of a FWA.

Mixed quantitative responses were received in respect of whether workloads are fair. 50.1%

(45) agreed that they are, however 35.9% (32) disagreed, indicating a lack of standardisation

across the force and potential management inconsistencies; see figure 7. The following sample

of qualitative responses support this concern:

‘At no point have any adjustments ever been made to my workload since reducing

my hours and I have always been given work suitable for a full time role’

Interviewee 2

61

‘Make sure that the work load is pro rata and do not give a FW the same amount

as a full time officer and expect them to be able to cope. This has led to me feeling

stressed’ Questionnaire 39

Wider research around work distribution has found that if it is not managed well, FWA’s can lead

to work intensification (MacEachen et al. 2008).

As illustrated in figure 7, just under half of the respondents (41.6%) felt that their FW status has

proven detrimental to relationships with colleagues, highlighting some significant concerns

around team cohesion and internal working relations. This was echoed in the qualitative

responses with some individuals feeling that colleagues and managers had negative

perceptions of FW’s:

‘The rest of the team are unhappy with those on FWA’s as this puts more stress

on them, particularly on late shifts. They make their feelings known, with

comments like ‘come when you can then’’ Interview 4

‘I often hear line managers talking about FW’s in a negative light and they intimate

it is a luxury to be able to work these hours. It something I simply need to do due

to childcare’ Questionnaire 50

Conversely 32.6% (29) felt that these relationships were the same or better.

62

Figure 8: I am able to have a good work-life balance due to my FWA

Workplace flexibility seeks to enhance work-life balance; this is associated with reduced stress

levels and enhanced employee well-being (Russell, O’Connell and McGinnity 2007), which for

most respondents was the underlying purpose of their FWA. In fact, failure to achieve good

work-life balance is said to result in reduced employee morale, job satisfaction and loyalty at

work (Gregory and Milner 2009).

As shown in Figure 8, 68.5% (61) agreed that their FWA was an effective enabler to this

however the residual level of neutrality / disagreement highlights some disparity. This is despite

the findings shown in figure 7 above that WMP are, in the main, supportive and accommodating

to FW needs. `

19

42

14

11

3

0

5

10

15

20

25

30

35

40

45

Strongly Agree Agree Neither Agree orDisagree

Disagree Strongly Disagree

63

Figure 9: Training & development questions

Figure 9 above identifies that FW’s do not feel that they have the same promotion prospects or

development opportunities as their NFW colleagues, with 56.2% (50) disagreeing that their

promotion prospects are the same and the same proportion not believing that they have the

same development opportunities.

These findings are consistent with previous research in both the police service and other

professional occupations which identifies that part-time employees feel that they have less

development and promotional prospects (Dick 2004, Dick 2009). This could conflict with the

part-time working prevention of less favourable treatment regulation (2000). Indeed, when

respondents were asked how important their focus on career development whilst they were on a

FWA, over two thirds (65.2 % = 58) stated it was still important or very important to them (see

appendix 13).

0

10

20

30

40

50

60

70

80

90

As a flexible worker, Ifeel I have the same

promotion prospects asnon flexible working

colleagues

As a flexible worker I feelI have the same

developmentopportunities as non

flexible workingcolleagues

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

64

These quantitative responses were backed up by qualitative statements such as the following

examples:

‘I don’t get as many opportunities for training courses as my colleagues. I think I

would struggle to get promoted’ Interviewee 4

‘Generally I feel if you have aspirations for promotion a FWA doesn’t do you any

favours’ Questionnaire 16

Line Management Reviews & Policy awareness

In adherence to the policy, 75.3% of respondents had received a line management review of

their FWA within the past 12 months. This does however leave a quarter of respondents outside

of policy guidelines. See appendix 14 for a breakdown.

When asked if they felt they had a good understanding of the FW policy, 32.6% (29) disagreed;

highlighting a lack of awareness amongst over a third of FW’s, despite this policy specifically

relating to them.

Figure 10: Overall I feel that WMP are fair in their management of FW's

9

26

15

26

13

0

5

10

15

20

25

30

StronglyAgree

Agree NeitherAgree orDisagree

Disagree StronglyDisagree

65

When asked whether WMP are fair in the management of FW’s, there was no obvious

consensus, as seen in figure 10, with a small majority 43.8% (39) disagreeing. At first glance

this could be seen to clash with figure 8 where respondents felt line managers were supportive

and WMP accommodating to FW needs. However the semi-structured interviews and free text

answers provide further insight into why FW’s view management to be unfair. Managers are

seen to grant unsuitable agreements and not to tackle officers who are perceived to be taking

advantage of the FW policy:

‘The bad feeling around FW’s has been around for a long time and has been

caused by ridiculous applications being agreed, making a mockery of the system’

Questionnaire 35

Conversely there are examples where FW’s believe that they have been treated unfairly:

‘My inspector didn’t want me, stating that there are too many flexible workers, and

suggested that I should be answering the phone in the contact centre. I was upset

and asked if I should just resign. I was told that’s what the job wants me to do’

Interviewee 5

This further indicates force wide inconsistency in regard to the approval and fair treatment of

FW’s:

‘A lot of managers either 1. Run scared and grant the hours that the staff request,

irrespective of whether it works for the organisation, as they are worried about

being accused of being unfair, or 2. Are too harsh and refuse reasonable

applications’ Interviewee 3

66

The root cause of this perceived ‘unfairness’ was often cited as a lack of policy awareness

amongst managers:

‘The issues I have found with FWA’s all surround supervision not understanding

the process’ Questionnaire 88

Also, some FW’s themselves felt that managers did not consider the needs of WMP when

granting FWA’s:

‘I don’t think FWA’s are well managed. Most managers don’t understand the policy

and that it must also suit the organisation’ Interviewee 3

4.2.2. Line managers

4.2.2.1. Thematic analysis

2 line managers, of flexible workers, were interviewed; a thematic analysis identified 7 key

themes, see appendix 6(c). Additionally, 11 questionnaires included qualitative data. The

themes were very similar and can be seen in appendix 6(d). This data will be discussed

alongside the questionnaire results.

4.2.2.2. Respondents

20 out of 90 questionnaires were completed, equating to a 22.5% return rate; slightly lower than

anticipated. Nevertheless, a number of common issues were highlighted.

67

4.2.2.3. Data analysis & discussion

Figure 11: Support, morale & engagement

Figure 11 shows a striking level of disagreement around the training and support of line

managers. 85% (17) unanimously disagreed that they have received sufficient training to

confidently manage FW requests and over half disagreed that they had a good understanding of

the FW policy. Both interviewees also identified a need for training.

‘Training is urgently needed for managers & supervisors in flexi working’

Questionnaire 4

It is said that the lack of effectiveness of many FWA’s derives from a lack of understanding

(Mcshane, Olekalns and Travaglione (2010). These findings could explain an underlying cause

for the apparent imbalance between individual and organisational need. Indeed, a separate

0

2

4

6

8

10

12

14

16

18

20

I have receivedsufficient

training toconfidently

manage flexibleworkingrequests

I have a goodunderstanding

of the FWpolicy

I feel theorganisationsupports mewhen I make

decisionsaround flexible

working

I am able tocomfortablycontrol the

work-flow ofmy flexible

working staff

Overall, I feel Iam able toeffectivelysupervise

flexible workerson my team

StronglyAgree

Agree

NeitherAgree orDisagree

Disagree

StronglyDisagree

68

survey involving 1000 organisations identified a line manager’s ability to manage flexible

working to be one of the top barriers to the success of FW (CIPD 2012).

Management inconsistency was a key theme identified in the qualitative data. Some felt that

their counterparts allow inappropriate agreements, there is a lack of consistency, and as a result

FW’s take advantage of the policy:

‘There are inconsistencies across the LPU. I look at evidential grounds when

refusing whilst other teams just approve them. This gives my staff more of a right

to appeal as they feel they are not being treated fairly’ Interviewee 6

Figure 11 shows that 65% (13) of respondents disagreed with the statement that they feel

supported by the organisation in their decision making around FWA’s. The practical day to day

management of FWA’s appears to be a concern amongst supervision. 65% (13) disagreed that

they feel comfortable in managing the work-flow of FW’s and over half disagreed that they felt

able to effectively supervise them. It is said that organisations foster a culture of trust by offering

flexibility in the workplace Shagvaliyeva and Yazdanifard (2014), however this may clash with

the traditional ‘line of sight’ management approach, historically adopted by the police with direct

monitoring of staff (Dick 2004). Qualitative data provides a degree of support for this and shows

how some managers are not comfortable that FW’s are not fully aligned to their team and may

crossover multiple supervisors:

‘I am not always on when my FW’s are, this means they don’t have supervision.

Trying to monitor what they are doing is difficult, it’s hard to gauge how busy they

are and how much work to give to them’ Questionnaire 7

69

‘FW’s don’t always attend work when we need them to and the workload has to be

absorbed by other team members. I think some FW’s have less work given to

them as managers are not supervising them closely enough’ Interviewee 6

Figure 12: Management perceptions

Overall, line managers held a positive perspective towards flexible working. Figure 12 above

shows that all respondents felt supportive of FW’s and 90% understood a need for a good work-

life balance believing it enhances employee motivation, a benefit which is closely linked to

morale.

There was a divide in opinion whether flexible working retains or enhances employee

commitment, with 30% disagreeing. Brescoll, Glass and Sedlovskaya (2013) suggest that

employers may view workers with family care responsibilities as exploiting FW policies, avoiding

work responsibilities and perceiving them to lack commitment; although there was no specific

reference to this within the line management interviews or free text data. Some FW’s

themselves feel that their managers perceived them to lack commitment:

0

5

10

15

20

I feel I am supportivetowards flexible

workers

I understand theneed for a good

work-life balance

I believe that flexibleworking retains or

enhances employeemotivation (among

flexible workers)

I believe thatflexible working

retains or enhancescommitment (among

flexible workers)

Strongly Agree

Agree

Neither Agreeor Disagree

Disagree

StronglyDisagree

70

‘As a FW I haven’t reduced my hours because I wanted to, I have done it because I

have had to, WMP appears to have the view that people do it because they don’t

want to be full time anymore’ Interviewee 2

‘I often hear line managers talking about FW’s in a negative light and they intimate

it is a luxury to be able to work these hours. It something I simply need to do due

to childcare’ Questionnaire 50

Figure 13: Dealing with FWA requests

Figure 13 shows that 90% of respondents (18) felt it was important to ensure regular

management reviews of FWA’s. However, 35% (7) disagreed that they felt comfortable

negotiating and 65% (13) disagreed that they felt comfortable refusing FWA’s. This is likely to

be linked to the lack of training and perceived support from the organisation; key themes in the

qualitative analysis:

0

5

10

15

20

It is important toensure that regularreviews of flexible

working arrangementsare completed (every

6-12 months)

I feel comfortable inre-negotiating flexibleworking agreements

during a review

I feel comfortable inrefusing flexible

working agreementsduring a review

StronglyAgree

Agree

Neither Agreeor Disagree

Disagree

StronglyDisagree

71

‘It’s easier to say yes than no to FW’s. We open ourselves up to a lot of problems

and grief when we try negotiating or refusing’ Questionnaire 10

‘I feel I have no actual power and I am completely unsupported from above. The

SLT just allow things, without accounting for the fact we cannot deliver day to day

business’ Interviewee 6

‘It is difficult to change or refuse agreements and it’s easier to just agree what

people want, we don’t get supported by senior management’ Interviewee 7

Refusal of FW requests due to a ‘quota’ in a particular area of the force could constitute

unlawful direct discrimination (COP 2013). Each should be considered on its own merits and

balanced against policing requirements. However, in practical terms, Interviewee 6 highlights:

‘It should not be first come, first served, however we cannot review everybody

else’s FWA each time a new application comes in. We have to make decisions on

team circumstances as each request comes in, existing agreements will influence

things’

The College of Policing suggest that organisational demand and service delivery should

underpin decisions on FW proposals (COP 2013). Without the support of clear empirical

research, they propose that in many instances the needs of the police service and officers will fit

together. However, contrary to this both interviewees and 4 questionnaire respondents

highlighted that the differing needs often clash, integration is difficult and the balance is in the

favour of FW’s. Samples below:

72

‘FWA’s just don’t fit within 24/7 policing. Most FW’s need to be at home when we

(the organisation) get busy on late, night and weekend shifts’ Questionnaire 12

‘Too often I have seen arrangements which benefit the individual but fail to

provide sufficient resilience for the force’ Questionnaire 3

4.2.3. Co-workers

4.2.3.1. Thematic analysis

3 co-workers were interviewed and a thematic analysis identified 3 key themes; see appendix

6(e). In addition, 3 questionnaire responses included short free text data, appendix 6(f). These

will be referred to alongside the questionnaire results.

4.2.3.2. Respondents

28 out of 60 questionnaires were completed, equating to a 46.7 % return rate; suggesting a

strong passion amongst co-workers to put across their views on FW.

73

4.2.3.3. Data analysis & discussion

Figure 14: Co-workers perceptions

Figure 14 shows that 28.6% (8) respondents disagreed that FW’s are managed fairly on their

team and concerns over line management were highlighted in the free text responses, for

example:

‘FW’s work across teams and nobody seems to supervise them, I think some are

incapable of working without supervision and look to do the minimal amount

possible’ Interviewee 9

0

5

10

15

20

25

30

I feel that flexibleworkers are

managed fairly onmy team

I feel thatworkloads are

fairly distributedamongst flexible &

non flexibleworkers

I believe there is agood balance

between the needsof flexible workersand the needs ofthe organisation

I understand theneed for my

colleagues torequest flexible

working

StronglyAgree

Agree

NeitherAgree orDisagreeDisagree

StronglyDisagree

74

A perception that some FW’s take advantage of the policy was also raised:

‘Many FW’s abuse the policy and they are not managed well. After all we joined

the job in a full time capacity and management should be stricter and fairer to all’

Questionnaire 18

The majority of respondents (71.4% = 20) opposed the statement that workloads were fairly

distributed between FW’S & NFW’S, highlighting a fundamental management issue and

potential impact on team working relationships. This casts doubt on a statement by the College

of Policing, which suggests that colleagues incorrectly perceive that they are carrying additional

workloads due to FWA’s (COP 2013).

Interviewee 8 supports concerns around work load distribution:

‘Unfortunately it falls onto us full time workers who seem to pick up the lion share

of the work. Workloads are unfairly distributed and what’s worse, we are the ones

being held to account’

The majority of co-workers (71.4%) did not agree that there is a good balance between the

needs of flexible workers and the needs of the organisation:

‘By having so many FW’s on the same team, it impacts our ability to serve the

public’ Interviewee 8

The balance is seen to be tipped in favour of the FW, with a lack of effective management

enabling some individuals to take advantage of the organisation:

75

‘The rest of the team constantly have to cover the work during the busier times as

FW’s have gone home, piling pressure on the rest of the department. Some FW’s

use it to their advantage and it allows them to be lazy’ Interviewee 8

‘Too many people in the past submitted plans that got through which were

completely unfair. New people expect to get the same terms. It’s a problem that’s

been created through poor management’ Interviewee 10

Despite these negative perceptions towards FW’s almost all respondents (92.8% = 26)

understood the need for their colleagues to request them.

Figure 15: The volume of FW's has a negative impact on team performance

Figure 15 above shows that 75% (21) of respondents felt team performance suffered due to the

volume of FW’s, further indicating a perceived imbalance between individual and organisational

need. Responses to how managers treated FW’s in comparison to other team members were

mixed, as shown in figure 16 below:

0

5

10

15

20

25

30

The number of flexible workers has anadverse(negative) impact on team performance

StronglyAgree

Agree

Neither Agreeor Disagree

Disagree

StronglyDisagree

76

Figure 16: Treatment of FW's on the team

Figure 17: Overall, I think the management of FWA's within WMP is good

75% of respondents disagreed that the management of FWA’s is good, see figure 17 above.

The interviews & questionnaire thematic analysis reiterated this message, which has been

evidenced in many of the responses already included within this document.

13

10

1

4

0

2

4

6

8

10

12

14

Flexible workers on myteam are treated thesame as non flexibleworkers (by the line

manager)

Flexible workers on myteam are treated more

favorably than nonflexible workers (by the

line manager)

Flexible workers on myteam are treated less

favorably than nonflexible workers (by the

line manager)

I do not have a view

1

3 3

13

8

0

2

4

6

8

10

12

14

Strongly Agree Agree Neither Agreeor Disagree

Disagree StronglyDisagree

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4.2.4. HR manager – interview findings

A thematic analysis of the semi-structured interview with a HR manager was undertaken; see

appendix 6(g). Key points will now be discussed:

During the interview the individual stated that they felt WMP should be able, and currently do,

accommodate most flexible working requests; identifying that over the past 3 years, only 2

decisions have had to be made by an independent appeals panel:

‘I would expect an organisation as large as WMP to be able to accommodate most

requests, this may involve redeployment. Most applications are agreed and

overall, management are very accommodating to FW’s’

When looking at management refusal decisions, HR ensure that adequate business reasons

exist and question whether work can be re-organised or if there is any discrimination. This is a

concern amongst some managers who have suggested that it is easier to agree requests rather

than contest them. The interviewee however, sympathised with the challenges faced by

management and identified that there was scope for improvement:

‘I think that as a force we could improve and it is a massive task and challenge

trying to implement FWA’s into a 24/7 contracting workforce’

There was a belief that managers and FW’s should have a reasonable understanding of the

policy, and whilst there is no specific training, detailed information is available on the internal

intranet. The interviewee had heard anecdotally, that some employees feel FWA’s will impact

career advancement and argued a culture change is needed, stating that:

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‘In my mind you could be Chief Constable and have a FWA’

The interviewee felt that the topic of FWA’s is subjective, often dependant on personal

experience. Some individuals may hold negative views towards FW’s as they don’t understand

the purpose or content of the policy. The HR manager highlighted the need for firm and fair

negotiations, ensuring a balance between organisational and personal need.

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Chapter 5

5. Conclusions

5.1. Summary of findings

The aim of this paper has been to explore the current attitudes and experiences of FWA’s within

WMP, amongst colleagues, line managers and FW’s. It has considered the differing

organisational practices which currently exist across the force and, ultimately whether FWA’s

can be effectively achieved in the 24/7 organisation.

The introduction section of this paper identified that the complex structure of WMP presents

difficulties in achieving a consistent approach to managing FWA’s. It highlighted that research in

2001 recognised problems in trying to integrate flexible working into the police service (Tuffin

2011) and that there has been limited research in recent years. Reductions in staff numbers,

necessitated by recent police funding cuts have exacerbated the challenges that exist in

balancing the needs of both employer and employee.

The literature review identified that, in recent years, flexible working has moved to the forefront

of HR management. This is due to advancements in technology, changes to the economy,

social trends and an increase in dual career couples balancing childcare and employment

commitments. In support of this, almost all participants in the survey cited childcare as the

primary reason for their FWA.

The terms flexible and flexibility are broad and often lead to ambiguity. There are two key

dimensions; employer and employee flexibility and sometimes the two are in conflict. Indeed,

flexibility within WMP is generally employee lead, which presents significant challenges to line

80

management and colleagues. Childcare requirements often necessitate shift patterns to be

aligned with schooling, clashing with demand times for WMP, which are usually at weekends or

during unsociable hours.

The target population for this research comprised of officers within the ranks of Police

Constable, Sergeant and Inspector. A mixed methods approach to data collection was adopted

drawing upon questionnaires and semi-structured interviews to gather a combination of

quantitative and qualitative data with the following key findings:

The HR data highlighted that a high proportion (61%) of FW’s are located across the 10

LPU’s. Managers are faced with an issue whereby the cumulative impact of this means they

struggle to cater for the unsocial 'peak demand' times. Job sharing is minimal, which if

effectively adopted could assist in addressing such resilience problems. FW’s are almost

entirely restricted to the ranks of Constable, Sergeant and Inspector, with no members of the

SLT on FWA’s. A greater understanding of the reasons for this would be beneficial in helping to

develop future talent from the FW population.

Research amongst FW’s identified that the majority feel their morale at work has

increased and that they are able to be more productive in their job as a result of having a FWA.

This supports the work of Golden (2012) who said that FWA’s improve employee morale at

work, which in turn improves productivity and organisational performance. Most individuals also

reported a benefit of improved work life balance. Supervisors are generally viewed to be

supportive, and WMP accommodating to their FW needs, however several interviewees

responded that line management is inconsistent, with some FW agreements being

inappropriately lenient and others either too strict or unfairly refused.

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The literature review suggested that employee commitment is enhanced through the use of

FWA’s however there is a disparity in responses regarding employee commitment towards

WMP. A small majority (58.4%) agree that commitment is enhanced, casting doubt on the full

benefit. Furthermore, some free text respondents commented that both management and

colleagues perceive them to lack commitment. Whilst the College of Policing states that FW’s

should have the same opportunities for promotion and training as their NFW colleagues (COP

2013), the literature review identified that this can be affected through FWA’s. In support of the

literature, over half felt that their promotion prospects and development opportunities are

negatively impacted by having a FWA, which is likely to affect their commitment.

Workforce attitudes to flexible working were generally found to be accepting, with most

line managers and co-workers stating that they understand the need for FWA’s for their

colleagues in managing the work-life balance. The impact on team performance and cohesion

was however identified as a significant challenge. FW’s themselves reported a lack of

standardisation of work allocation, echoed by their co-workers who disagreed in overwhelming

majority (>75%) that work is fairly distributed.

Over half of line managers feel uncomfortable managing workflows, particularly as agreements

generally lead to FW’s not attending work when needed during peak demand times. Historically,

managers appear to have allowed agreements that should be contested in the current climate,

and there is a feeling that this has set a precedent for all FW’s still expecting to be given similar

agreements. The College of Policing states that a quota of FW’s in a particular area is a not a

reason in itself for FWA’s to be rejected (COP 2013). This means that the only way to fairly

manage FWA’s is to enforce robust regular reviews with re-negotiation of terms or redeployment

if required; ensuring a fair balance of employee and employer need. The feeling amongst line

managers’ is that it is extremely difficult to re-negotiate agreements once they are in place;

82

resulting in either; (1) Inconsistencies between existing and new agreements or (2) New

agreements being approved which do not meet the current needs of WMP. The balance of

power in FW negotiations currently appears to sit with employees and the level of compromise

given by some individuals could be greater.

Effective supervision is reported to be a challenge due to varying amounts of shift alignment.

This issue is apparent to co-workers where again, the vast majority responded reporting that

line management is poor, with a lack of supervision of FW’s.

The above challenges understandably have a negative impact on team cohesion. Nearly half of

FW respondents viewed their status as having a detrimental effect on their relationships with

colleagues. Whilst three quarters of co-workers stated that they believe team performance

suffers due to the volume of FW’s.

It was raised by both FW’s and line managers that training and policy awareness is poor, with

many individuals linking this to the inconsistent approach to the management of FW’s. Over half

of line managers did not agree that they feel supported by the organisation in decision making

around FWA’s and a significant majority feel uncomfortable refusing FW requests. Whilst most

see the importance of regular reviews, some feel uncomfortable in negotiations. These are

however critical for team cohesion as some co-workers perceive that their flexible working

colleagues abuse the flexible working policy and that a stricter management approach is

needed to ensure fairness within the organisation.

In summary, there is an inherent clash between FWA’s and the requirements of a 24/7

emergency service organisation and achieving a balance of employer and employee needs is

a significant challenge. Indeed, it is recognised that the nature of an organisation’s work can be

83

incompatible with FWA’s (Hutchinson 2014). Furthermore, the large and diverse nature of WMP,

with many departments and functions having varying demands and priorities, means that a

consistency in approach is inherently difficult.

Final observations:

WMP do not utilise bank staff, a form of numerical flexibility which could be used to fill gaps in

shift rosters at short notice. This is something the NHS has successfully been using for many

years. McCullough (2000) previously looked at the viability of utilising bank staff in the police

service; concerns were raised around the cost to implement such a scheme in light of annual

leave requirements, training and pension arrangements. However, Tuffin (2001) highlights that

in the past, the Metropolitan Police Service held an agreement with the Police Associates

Register, an organisation which provided a service similar to a bank staff arrangement. This has

since concluded and it appears that the organisation is no longer in existence. Nevertheless,

this is an area WMP may want to explore further.

CIPD (2015) highlight that implementing FWA’s effectively requires effort and energy;

challenges include addressing line managers attitudes, the concerns of co-workers who may

feel impacted by the use of FW and a general lack of support at senior levels. This current study

has reinforced these observations, highlighting each area mentioned to be problematic.

The researcher does not propose that the demand led nature of policing is completely

incompatible with flexible working but does feel finding the equilibrium of individual and

organisational needs will be extremely difficult, if not impossible.

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5.2. Limitations

It is recognised that there are a number of limitations within this research. These include:

The HR Data which was provided was caveated as not being 100% accurate and being

between 6 and 12 months old.

Upon reviewing questionnaire responses, it became apparent that input from the line

managers of FW’s who were also FW’s themselves had not formed part of the sample.

The three questionnaires did not cater for this scenario. This provides an opportunity for

further research in the future.

Time constraints limited the sample size for both questionnaires and interviews. It is

acknowledged that the number of responses does not provide a high enough confidence

level to make broader generalisations across the wider workforce.

The questionnaires comprised mostly closed questions. Whilst this enabled analysis,

there is a risk that the response options may have been directive, forcing respondents

into particular response categories; thus limiting the range of responses and issues.

This research was undertaken at a time of economic and political uncertainty, with

mandatory budgeting cuts leading to reforms in pay and working conditions. This is likely

to have influenced workforce morale and attitudes, which may have influenced the

results.

85

5.3. Recommendations

Despite the challenges identified, if applied intelligently, FWA’s can make good business sense.

They could be used as a cost effective tool to meet changes in policing demand. The researcher

has identified three key focus areas to optimise the use of FWA’s and achieve a better balance

between employee and employer need.

5.3.1. Management of FWA’s

Outline a clear process for FWA’s; through an investment in communication and

awareness training, tailored towards specifically defined groups; including line

managers, the leadership team and FW’s themselves.

Encourage the use of trial periods for flexible working as part of all future agreements.

Introduce robust and timely review mechanisms to ensure all agreements remain valid

i.e. a system alert to remind managers.

Build in processes to monitor and evaluate the impacts of FWA’s, through regular staff

engagement and surveys.

Encourage leaders to actively support line managers and help them feel confident in

making firm but fair decisions. Steps must also be taken to remove negative cultural

perceptions relating to historic mismanagement of FWA’s.

86

Balance a stricter, but fairer, approach to the management of FWA’s by providing time-

management training and stress awareness sessions to FW’s.

Take steps to ensure that all officers feel they have the same potential for development

and career opportunities, regardless of whether they hold a FWA. For example, this

could include presentations from staff on FWA’s who have progressed in the

organisation.

WMP could look to explore the provision of flexible, on site, child care facilities to support

employees when working outside school hours.

Explore schemes that the Metropolitan Police Service have successfully used; including

1. Emergency backup child care

2. Subsidised holiday play schemes

3. Work-life balance advisors which could enable one to one advice, training

seminars and group presentations to share best practice

5.3.2. Recruitment and deployment

Consider recruiting a number of police officers as part-time workers with specified

working times to meet organisational demand; thus attracting individuals who may be

87

suited to this. Whilst this recruitment tactic is allowed (COP 2013), the researcher found

no such use within WMP.

For serving officers, identify and advertise for flexible working opportunities in certain

areas/roles that suit the organisation’s needs.

Review the deployment of Special Constables (a form of numerical flexibility) to ensure

maximum utilisation during times of high demand.

Utilise demand data to inform decision making around FWA’s. This would necessitate

demand profiling to be created for all roles and departments in order to understand peak

and low demand times. Current minimum staffing levels do not generally account for

changes in demand for early, late and weekend shifts.

5.3.3. Data management

Improve the WMP HR master data recording system to accurately understand the FW

picture (being trialled).

5.4. Future research

This research has adopted a generic view of FWA’s across the ranks of PC, Sergeant and

Inspector, with specific consideration of the balance between employee and employer needs.

88

Further research could be undertaken to focus more deeply on specific policing areas, for

instance Response policing or FCID, in order to understand the differing challenges across the

various teams. A ‘deep dive’ into specific policing areas would enable a range of perspectives to

be explored, for example amongst men, women, line managers with and without children, and

line managers who are FW’s.

This paper has uncovered a number of complexities and issues associated with FWA’s and

there is significant scope for further research into these; for example a deeper analysis of the

impacts on individual and team performance. Personnel issues such as attendance levels and

staff turnover could also be further investigated.

A further focus area would be to explore flexible working at the senior levels of the police

service. It is interesting to observe that the most senior FW’s, of which there were just 2, are at

the rank of chief inspector. The current changing culture of an increasing number of dual career

couples, balancing family commitments, would lead to an expectation of more FW’s achieving

senior positions within WMP, as is the case in other organisations such as Birmingham City

Council where the former HR Director was a FW. The HR representative suggested that there

may be a glass ceiling for FW’s and that it is difficult, in the current culture and climate within the

police service for members of the SLT to hold FWA’s. Further research could be undertaken in

this area, looking at opinions and practises within WMP as well as the wider corporate

environment. Indeed, it would be beneficial for senior leaders to send a positive message to the

workforce by effectively using and promoting well managed flexible working themselves.

89

5.5. Personal learning statement

This study has strengthened my understanding of how to carry out effective primary research,

alongside the use of secondary sources of information to construct a comprehensive academic

paper. I now have a greater appreciation of the importance of using both quantitative and

qualitative data to arrive at accurate and valid conclusions.

It has been a challenging journey, requiring significant time commitment and focus. Strictly

adhering to a time management plan enabled me to ensure completion by the given deadline.

The primary research stage was difficult at times, due to a lack of previous research on FWA’s

within the police service. I discovered that testing survey questionnaires prior to sending them

out was an extremely important and useful exercise to ensure the correct focus. Subsequently I

have found that WMP is overloaded with internal surveys so If I were to repeat this research, I

may consider alternative research methods; for instance focus groups, to gain increased

engagement and allow a more time-efficient approach to obtaining perspectives and attitudes

from different groups of people.

90

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APPENDICES

Appendix 1

Flexible Working Application Process in WMP

111

Appendix 2 – Flexible Worker Questionnaire

112

113

114

115

116

117

118

119

120

121

122

123

124

125

Appendix 3 – Line Manager Questionnaire

126

127

128

129

130

131

132

133

Appendix 4 – Co-Worker/NFW Questionnaire

134

135

136

137

138

139

140

141

Appendix 5

Semi-structured interview questions

Flexible workers

Tell me about your knowledge of the flexible working policy in WMP

How easy or difficult was the process to become a flexible worker

How do you feel flexible workers are perceived by colleagues and supervision?

Has becoming a flexible worker impacted (positively or negatively) your morale at work?

Non flexible workers

Tell me about your knowledge of the flexible working policy in WMP

Discuss your views on the management of flexible working in WMP?

How do you feel flexible workers are perceived by colleagues and supervision?

Discuss how flexible workers are integrated into your team?

Line managers

Tell me about your knowledge of the flexible working policy in WMP

How do you feel flexible workers are perceived by colleagues and supervision?

Discuss how flexible workers are integrated into your team?

Are you comfortable in managing flexible workers? Why? Why not?

Discuss the training you have received in relation to the management of flexible working

HR managers

Do you think the wider force has a good understanding of flexible working?

How often do you revisit the flexible working policy?

Discuss the management of flexible working throughout WMP and your observations

What challenges does WMP face with flexible working?

What proportion of flexible working requests are accepted and refused

142

Appendix 6 (a)

Thematic Analysis of interview data for flexible workers

The researcher identified 7 main themes with several sub themes

Overview (Placed in order of the quantity of entries/quotes relating to each theme)

Copy of blank template used by the researcher (example of layout)

Theme Sub-Theme

Lack of management

Lack of policy awareness

Management inconsistency

Management are more strict

Co-Workers (Negative)

Management (Negative)

No Different

Employee prepared to be adaptable

Management placing too much focus on organisational need (clashing with

personal need)

Focus on personal need over organisational need

Benefits of FW

Training

Policy awareness amongst

flexible workersGood

FW Allocation Poor

FW Perceptions

Personal Need vs Organisatonal

Need

Management

Theme Sub Theme Margin Note Respondent Date Line(s) Quote

Flexible workers (West Midlands Police Thematic Analysis - Interviews)

143

Appendix 6(b)

Thematic Analysis of questionnaire free text data for flexible workers

The researcher identified 4 main themes with several sub themes

Overview (Placed in order of the quantity of entries/quotes relating to each theme)

Theme Sub-Theme

Management

Management inconsistency

Lack of management

Management are strict

Management are supportive

Lack of policy awareness

FW Perceptions Management (negative)

Co-Workers (Negative)

Personal Need vs Organisational Need

Management placing too much focus on organisational need ( clashing with personal need)

Focus on personal need over organisational need

Training and Development

144

Appendix 6(c)

Thematic Analysis of interview data for line managers

The researcher identified 7 main themes with several sub themes

Overview (Placed in order of the quantity of entries/quotes relating to each theme

Theme Sub-Theme

FW management

FW's take advantage of the policy

Difficulty supervising FW's

Increased workload for others

Inappropriate deployment

Difficult integrating FW into police service (individual/organisational needs clash)

FW Decision making

Management (allow inappropriate agreements)

Practical difficulties

FW Perception

Negative (amongst co-workers)

Negative view by manager

Perception WMP will agree all requests (historic precedence set)

Subjective and mixed

FW Policy Awareness

Lack of support from SLT

145

Appendix 6(d)

Thematic Analysis of free text questionnaire data for line managers

The researcher identified 4 main themes

Overview (Placed in order of the quantity of entries/quotes relating to each theme

Theme Sub-Theme

FW management

Clash with organisational need

Management inconsistency

Lack of training

Lack of support from SLT

Decision making

146

Appendix 6(e)

Thematic Analysis of interview data for co-workers

The researcher identified 3 main themes with some sub themes.

Overview (Placed in order of the quantity of entries/quotes relating to each theme)

Theme Sub-Theme

FW management

Poor overall management

Resilience issues further impacted by FW

Management allow inappropriate agreements

Lack of day to day supervision (clash in working times)

Negative perceptions of FW by co-workers

FW impacts (unfair distribution of work)

Appendix 6(f)

Thematic Analysis of free text questionnaire data for co-workers

From the 20 questionnaire replies, only 3 provided free text qualitative data

1 Theme has been identified:

Theme

Management allow inappropriate agreements / inconsistency

147

Appendix 6(g)

Thematic Analysis of interview data for the HR manager

The interview data has been partitioned into 5 key themes, with several sub-themes

Overview (Placed in order of the quantity of entries/quotes relating to each theme)

Theme Sub-Theme

FW Management

Scope for improvement

Most FW applications are agreed (positive view)

Few appeals force-wide (positive view)

Line manager policy awareness should be reasonable

Managers have a difficult challenge

FW perceptions

Negative amongst some colleagues

Perceived effectiveness of FW management is subjective

HR involvement Policy regularly revisited

Scrutinise managerial decisions when refused

No formal training for managers

FW Data inaccuracies (personnel)

148

Appendix 7

Certificate of ethical approval

149

Appendix 8

Participant information sheet – Flexible Working Research

1. Information about the purpose of the project.

This project seeks to gain a greater understanding of flexible working within West Midlands

Police and the following objectives have been set:

Understand differing organisational practices around flexible working for police officers

Explore workforce attitudes towards flexible working

Review whether flexible working arrangements positively impacts morale amongst

employees and how flexible working can be effectively accomplished within the needs of

WMP operations.

The research will focus on flexible working for police officers; predominantly between the ranks

of Police Constable through to Police Inspector (it will exclude police staff)

2. Why have I been chosen?

The research will focus on serving employees within the West Midlands Police, and you have

been chosen because you are either:

A flexible worker

A line manager of a flexible worker

A colleague of a flexible worker

An HR representative who has involvement with flexible working

3. Do I have to take part?

150

Your participation in this study is voluntary. If you don’t want to take part, you do not have to

give a reason and no pressure will be put on you to try and change your mind. You can pull out

of the questionnaire or discussion at any time. After completion of the survey or interview, you

will be able to contact the lead for this project and request that the information you have

previously supplied is destroyed and not used. There is a strict deadline of 23:59 hours on

the 5th May for any request to be made (in person, phone or email). After this time you accept

that your opinions and comments may be used to inform the findings of this research.

At the time of conducting this research, Coventry University will have reviewed and approved an

ethical application by the project Lead (Christopher Jones). This ensures that the correct ethical

practice is applied in the gathering, analysis and presentation of primary research.

4. What do I have to do?

If you agree to take part, you will be asked some questions around your views and experiences

of flexible working with West Midlands Police. There aren’t any right or wrong answers; this is

a chance to give your opinions and experiences.

You will be asked to participate in:

An anonymous survey, which should take no longer than approximately 10-15 minutes

And / Or

An anonymous interview discussion which should take no longer than an hour.

5. What are the risks associated with this project?

There are no clear, obvious or significant risks associated with your participation in this project.

151

6. What are the benefits of taking part?

It is not possible to promise that you will experience any direct benefits by having involvement

with this research, and at this stage the final outcome and recommendations cannot be

established.

However, the project seeks to identify recommendations that will improve the management of

flexible working with West Midlands Police and will look to find an effective balance between

employees’ personal needs and the needs of West Midlands Police.

7. Withdrawal options

As stated in point 3 - Your participation in this study is voluntary. You can pull out of the

questionnaire or discussion at any time. After completion of the survey or interview, you will be

able to contact the lead for this project and request that the information you have previously

supplied is destroyed and not used in the findings of this project. You do not have to give a

reason and no pressure will be put on you to try and change your mind. There is a strict

deadline of the 23:59 hours on 5th May for any request to be made (in person, phone or

email). After this time you accept that your opinions and comments may be used to inform the

findings of this research.

8. Data protection & confidentiality

All the information you supply will be confidential and used for the purposes of this study only.

The data will be collected and stored in accordance with the Data Protection Act 1998 and will

be disposed of in a secure manner. The information will be used in a way that will not allow you

to be identified individually.

9. What if things go wrong?

152

Your participation is voluntary and anonymous. You can request that any information supplied is

withdrawn as long as notice is given before the above deadline. If you are concerned, upset or

have any questions regarding your participation in this research, the lead of this project can be

contacted on the details listed below.

10. Who to complain to:

If you have any concerns or feel you need to make a complaint. The contact details are

as follows:

Project Lead – Christopher Jones (Police Sergeant 6545)

Mobile – 07983208998

Email – Christopher.sjones@yahoo.co.uk

Address: Willenhall Police Station, Coventry, West Midlands Police

Supervisor (representing Coventry University) – Mr Stephen Clapcott

aa4578@coventry.ac.uk

11. What will happen with the results of the study?

All the information that is supplied by you will be stored anonymously and securely in

accordance with the Data Protection Act 1988. An analysis of the information supplied by you

and others will be undertaken by the project lead; results will be made available within a

dissertation academic paper for Coventry University. This paper will be viewed by external

people outside the University, including employees at West Midlands Police.

153

12. Who has reviewed this study?

The West Midlands Police academic commissioning team have authorised this study and

allowed for serving employees and HR data to be accessed (anonymously).

13. Further information/Key contact detail

Project Lead – Christopher Jones (Police Sergeant 6545)

Mobile – 07983208998

Email – Christopher.sjones@yahoo.co.uk

Address: Willenhall Police Station, Coventry, West Midlands Police

Supervisor (representing Coventry University) – Mr Stephen Clapcott

aa4578@coventry.ac.uk

To re-iterate to all participants of this research, please be aware that:

At the time of conducting this research, Coventry University will have reviewed and approved an

ethical application by the project Lead (Christopher Jones). This ensures that the correct ethical

practice is applied in the gathering, analysis and presentation of primary research.

154

Appendix 9

Informed Consent Form Template

Flexible working within the West Midlands Police: In search of the equilibrium, employee vs employer needs This research seeks to gain a greater understanding of flexible working within the West

Midlands Police. It seeks to:

Understand differing organisational practices around flexible working for police officers

Explore workforce attitudes towards flexible working

Review whether flexible working arrangements positively impacts morale amongst

employees and how flexible working can be effectively accomplished within the needs of

WMP operations.

Please initial

1. I confirm that I have read and understood the participant information sheet for the above study and have had the opportunity to ask questions

2. I understand that my participation is voluntary and that I am free to withdraw at any time without giving a reason

3. I understand that all the information I provide will be treated in confidence

4. I understand that I also have the right to change my mind about participating in the study for a short period after the study has concluded (insert deadline here)

5. I agree to be filmed/recorded (delete as appropriate) and for anonymised quotes to be used as part of the research project

6. I agree to take part in the research project

155

Name of participant: ................................................................................................................. Signature of participant: ........................................................................................................... Date: ......................................................................................................................................... Witnessed by (if appropriate): .................................................................................................... Name of witness: ........................................................................................................................ Signature of witness: .................................................................................................................. Name of Researcher: .................................................................................................................. Signature of researcher: ............................................................................................................ Date: ...................................................................................................................

156

Appendix 10

Headcount of police officers within WMP (as of April 2015)

LPU/Dept PC SGT INSP C.I. SUPT C.S. A.C.C. D.C.C. C.C.

Core

Establish-

ment

Funded

ExternallyGrand Total

Birmingham East LPU 370.0 46.0 13.0 3.0 2.0 1.0 435.0 435.0

Birmingham North LPU 224.0 29.0 12.0 2.0 1.0 1.0 269.0 269.0

Birmingham South LPU 300.0 38.0 13.0 3.0 2.0 356.0 356.0

Birmingham West and Central LPU 528.0 60.0 16.0 4.0 1.0 1.0 610.0 1.0 611.0

Coventry LPU 379.0 50.0 14.0 3.0 1.0 1.0 448.0 448.0

Dudley LPU 251.0 39.0 12.0 2.0 1.0 1.0 306.0 1.0 307.0

Sandwell LPU 347.0 48.0 13.0 2.0 2.0 1.0 413.0 413.0

Solihull LPU 209.0 31.0 12.0 2.0 1.0 1.0 256.0 1.0 257.0

Walsall LPU 305.0 43.0 14.0 1.0 2.0 1.0 366.0 366.0

Wolverhampton LPU 354.0 43.0 16.0 2.0 2.0 1.0 418.0 418.0

Total LPUs 3267.0 427.0 135.0 24.0 13.0 11.0 3877.0 3.0 3880.0

Associations 27 8.0 6.0 1.0 1.0 43.0 43.0

Birmingham Partnerships 1.0 2.0 1.0 1.0 5.0 1.0 6.0

Command Team 5.0 1.0 1.0 4.0 1.0 1.0 13.0 13.0

Counter Terrorism Unit 223.0 52.0 16.0 3.0 4.0 1.0 299.0 299.0

Criminal Justice Services 6.0 136.0 10.0 2.0 1.0 155.0 1.0 156.0

DCC Task Force 2 4.0 7.0 8.0 1.0 22.0 22.0

Force CID 482.0 73.0 18.0 7.0 3.0 1.0 584.0 584.0

Force Contact 147.0 39.0 17.0 3.0 1.0 1.0 208.0 208.0

Forensic Services 27 27.0 27.0

Force Investigation Review 15 3.0 1.0 1.0 20.0 20.0

HR Holding Sickness Account 1.0 1.0 1.0

Intelligence 249 52.0 26.0 6.0 2.0 1.0 336.0 336.0

Learning and Development 200.0 7.0 3.0 1.0 211.0 1.0 212.0

Motorway Policing 69 12.0 3.0 1.0 85.0 85.0

Operations 384 48.0 13.0 8.0 1.0 1.0 455.0 26.0 481.0

Organisation and Service Development 2.0 1.0 3.0 3.0

Professional Standards 21.0 4.0 3.0 2.0 1.0 31.0 31.0

Public Protection 582.0 98.0 28.0 8.0 2.0 1.0 719.0 719.0

Regional Organised Crime Unit 41.0 5.0 4.0 50.0 1.0 51.0

Total Departments 2477.0 550.0 158.0 51.0 15.0 10.0 4.0 1.0 1.0 3267.0 30.00 3297.0

Grand Total By Rank 5744.0 977.0 293.0 75.0 28.0 21.0 4.0 1.0 1.0 7144.0 33.0 7177.0

157

Appendix 11

Location of flexible workers within WMP & proportion against overall team

(Includes a breakdown of FW deployment on the 10 LPU’s)

Deployment of FW

on LPU's Number

NHT 219

Investigation Teams 205

Response 83

CAPT 44

OMT 44

Partnerships 17

LPT 5

Planning 3

OSD 6

158

Appendix 12

Type of FWA held by the respondents

35

27

17

5 4

1

0

5

10

15

20

25

30

35

40

Reduced Hours Altered ShiftPattern

CompressedHours

Flexitime Other Job Sharing

159

Appendix 13

Chart for Question 11(a) on the flexible working questionnaire

How important is your focus on career development at this time in your career?

10.10%

47.20%

42.70% Very Important

Important

Not Important

160

Appendix 14

Chart for Question 13 on the flexible working questionnaire

When was your flexible working agreement last reviewed by your line manager?

39

28

10 11

1

0

5

10

15

20

25

30

35

40

45

During the past 6months

6-12 months ago 12-18 months ago 18-24 months ago 2-3 years ago