Work flexibility

 Working from home or telecommuting is one option to develop work flexibility and it can save time and money in commuting costs and allows employees to achieve the demands of their personal lives while completing their professional duties. Also, the organization can reduce their overhead costs as well as the carbon footprint (Kashefi, 2007).
                       Flexible work schedules are another option. Some individuals have times of the day when they are basically more productive or they may have a much lighter commute if they start their work date earlier or later (Kashefi, 2007). It is very important that employees and supervisors or managers should work together to develop an effective work-flex plan to gain better output (Kashefi, 2007).
            Allowing employees to work part-time or build job share facilities can be very useful to develop a flexible working platform within the organization. Also, compressed work weeks have become popular among human Resource managers worldwide. Organizations should decide which flexible work practices best fit their requirements and implement them properly throughout the organization and support employees and supervisors to develop the skills to work together is essential (Christensen, 2010).
            Flexibility is key in modern fast-paced world where individuals are dealing with multiple life demands. Employee flexibility yields lower absenteeism, higher performance, healthier employees and a lower turnover of employees. organizations offering flexibility has become a competitive advantage that drives business results and helps them attract and retain the very best and brightest employees (Kashefi, 2007).

         Work flexibility is about an employee and an employer creating changes to when, where and how an employee will work to better meet individual and organizational requirements (Kossek & Lautsch, 2010). This is a modern method to have employees involved and carrying out well by giving them the facility to perform their duties in ways that fit their requirements and likings (Kossek & Lautsch, 2010). A suitable relationship among work demands and personal life responsibilities can increase the quality of both work and home life of employees.

References

Christensen, K., 2010. Realigning 20th-century Jobs for a 21st-century Workforce, s.l.: s.n.

Kashefi, m., 2007. Work Flexibility and Its Individual Consequences. The Canadian Journal of Sociology, Volume 32, pp. 341-369.

Kossek, E. E. & Lautsch, B. . A., 2010. Creating a Life That Works in the Flexible Job Age, s.l.: s.n.