WORK RETENTION

WORK MORALE 3
performance of a company. However, flexible working schedules have also been found to cause
immense pressure on the employees. Since most work flex programs feature a compressed work
week, the shorter time periods for workplaces a burden on the worker to meet deadlines (Kelliher
& Anderson, 2009). Consequently, the workers tend to suffer stress from the pressure and are
likely to associate the weight with the company. Also, while work flex programs have proven to
be useful and attractive to parents and caregivers, quite often the selective application of these
programs has led to the antagonizing of other members of staff. In extreme cases, the programs
have resulted in legal suits and employees leaving the organization. Resultantly, they may leave
the firm.
In conclusion, work flex programs improve employee retention. Flexible working
schedules improve employee engagement and increase their turnover. Since employees can work
when they are most comfortable, work tends to feel less like a chore, and they love what they do.
As a result, they, they are more attached to their work. Moreover, work flex makes it easier for
employees to achieve work-life balance. Choosing their work hours enables them to have more
personal time which they can spend with family. The ability to spend more time with family
improves employee satisfaction, and they are more likely to stay with their employer.

WORK MORALE 4

References

Kelliher, C., & Anderson, D. (2009). Doing more with less? Flexible working practices and the
intensification of work. Human relations.
Beauregard, T. A., & Henry, L. C. (2009). Making the link between work-life balance practices
and organizational performance. Human resource management review, 19(1), 9-22.
Richman, A. L., Civian, J. T., Shannon, L. L., Jeffrey Hill, E., & Brennan, R. T. (2008). The
relationship of perceived flexibility, supportive work–life policies, and use of formal
flexible arrangements and occasional flexibility to employee engagement and expected
retention. Community, work and family, 11(2), 183-197.

A work schedule refers to the days of the week and the hours of the day that an employee
is expected at work. Traditionally, most employees had a 40-hour work week. Recently,
however, work schedules have become more flexible as the younger people replace the retiring
baby boomers. Since the younger generation prefers a more variable work schedule, employers
have had to make adjustments to support these new type of worker. The concept of flexible
schedules is that they allow the workers to make their hours provided they meet their expected
targets. Proponents of this new way of working argue that it makes the employees happier and
more productive. Therefore, the employees are more likely to stay with the company. Flexible
work schedules improve employee retention.
Flexible working schedules improve employee engagement and make it easier for
workers to achieve work-life balance. One concern of the modern workforce is personal time. A
flexible work routine allows an employee to spend time with their families. Thus, employees
tend to be happier, and this reflects in their work. Also, employees are more likely to remain with
a company that affords them personal time with their family (Beauregard & Henry, 2009).
Parents, for instance, can get to spend quality time with and participate in their children’s daily
activities. Therefore, most employers have some form of flexible work schedule, even if it is for
the parents in the organization alone. Being able to work at the time of their choosing makes
employees feel a heightened sense of engagement in their daily chores (Richman, Civian,
Shannon, Jeffrey Hill & Brennan, 2008). As a result, the employees will perform better, and the
turnover for the organization will be greater (Hill, McGovern, Mills & Smeaton, 2003), and they
will have more reason to remain with the firm (Richman, Civian, Shannon, Jeffrey Hill &
Brennan, 2008). Therefore, variable working schedules could have a great impact on the

WORK MORALE 3
performance of a company. However, flexible working schedules have also been found to cause
immense pressure on the employees. Since most work flex programs feature a compressed work
week, the shorter time periods for workplaces a burden on the worker to meet deadlines (Kelliher
& Anderson, 2009). Consequently, the workers tend to suffer stress from the pressure and are
likely to associate the weight with the company. Also, while work flex programs have proven to
be useful and attractive to parents and caregivers, quite often the selective application of these
programs has led to the antagonizing of other members of staff. In extreme cases, the programs
have resulted in legal suits and employees leaving the organization. Resultantly, they may leave
the firm.
In conclusion, work flex programs improve employee retention. Flexible working
schedules improve employee engagement and increase their turnover. Since employees can work
when they are most comfortable, work tends to feel less like a chore, and they love what they do.
As a result, they, they are more attached to their work. Moreover, work flex makes it easier for
employees to achieve work-life balance. Choosing their work hours enables them to have more
personal time which they can spend with family. The ability to spend more time with family
improves employee satisfaction, and they are more likely to stay with their employer.

WORK MORALE 4

References

Kelliher, C., & Anderson, D. (2009). Doing more with less? Flexible working practices and the
intensification of work. Human relations.
Beauregard, T. A., & Henry, L. C. (2009). Making the link between work-life balance practices
and organizational performance. Human resource management review, 19(1), 9-22.
Richman, A. L., Civian, J. T., Shannon, L. L., Jeffrey Hill, E., & Brennan, R. T. (2008). The
relationship of perceived flexibility, supportive work–life policies, and use of formal
flexible arrangements and occasional flexibility to employee engagement and expected
retention. Community, work and family, 11(2), 183-197.