TY - JOUR
T1 - Working-Time Flexibility and Full-Time Work in a Retail Banking Organisation
AU - Whittard, Jenny
AU - Burgess, John
N1 - Funding Information:
The research was financially supported by the Australian Centre for International Agricultural Research (P02000051).
Funding Information:
The study assessed smallholder beef cattle farming practices and the primary constraints limiting the system. The results outlined that there is a need to amplify the mode of communication to farmers given majority of the farmers are constrained by lack of access and understanding of farming knowledge that is necessary to combat challenges on nutrition, disease outbreaks, marketing and reproduction management. This work was supported by the Strong Research Group Program of Hue University.
Publisher Copyright:
© 2007, Copyright Taylor & Francis Group, LLC.
PY - 2007
Y1 - 2007
N2 - In this article we seek to examine how full-time workers can attain working-time flexibility through formal and informal mechanisms. To explore avenues for flexibility for full-time employees who have caring responsibilities, we look at a single case-study of a retail-banking organisation with a non-union enterprise agreement that pays particular attention to the codification of working- time issues. Through interviews with the human resources department, line managers and full-time employees, the case study demonstrates how within one organisational context, the length of the ‘normal’ working week has expanded, with weekend work and unpaid overtime merged into the organisational assumption of ordinary hours. The case study highlights the impact of this expansion on full-time employees with caring commitments and the intersection of caring commitments and working-time flexibilities. Much of the working-time flexibility available to full-time employees was informal in nature, dependent on workplace circumstances, and its implementation was entirely up to the discretion of line managers. The research illustrates how line managers could choose to facilitate employee-based flexibility in working hours but typically this required them to either intensify work for the remaining workforce or intensify work for the managers themselves.
AB - In this article we seek to examine how full-time workers can attain working-time flexibility through formal and informal mechanisms. To explore avenues for flexibility for full-time employees who have caring responsibilities, we look at a single case-study of a retail-banking organisation with a non-union enterprise agreement that pays particular attention to the codification of working- time issues. Through interviews with the human resources department, line managers and full-time employees, the case study demonstrates how within one organisational context, the length of the ‘normal’ working week has expanded, with weekend work and unpaid overtime merged into the organisational assumption of ordinary hours. The case study highlights the impact of this expansion on full-time employees with caring commitments and the intersection of caring commitments and working-time flexibilities. Much of the working-time flexibility available to full-time employees was informal in nature, dependent on workplace circumstances, and its implementation was entirely up to the discretion of line managers. The research illustrates how line managers could choose to facilitate employee-based flexibility in working hours but typically this required them to either intensify work for the remaining workforce or intensify work for the managers themselves.
UR - http://www.scopus.com/inward/record.url?scp=85045164117&partnerID=8YFLogxK
U2 - 10.1080/10301763.2007.10669354
DO - 10.1080/10301763.2007.10669354
M3 - Article
AN - SCOPUS:85045164117
SN - 1030-1763
VL - 17
SP - 119
EP - 141
JO - Labour & Industry
JF - Labour & Industry
IS - 3
ER -