Abstract
Flexible working has emerged as a modern concept for managing office resources more effectively, efficiently, and economically. The highest level of flexible working environment, a non‐territorial working environment, can provide the best opportunity to an organization managing its office area more effectively. Moreover, staff can work in the most suitable place and time. However, in the context of public offices like Scottish Local Authorities, the most flexible working concept is not particularly welcomed at present. Cultural change, inadequate support services, including information and communication technology, working schemes, and alternative working policies are the main barriers. To overcome these barriers, the Authorities need to strategically provide adequate support to staff. Moreover, promoting a good perception towards flexible working culture at appropriate levels within an organisation could be the right strategy for preventing cultural change problems. Santruka Lankstus darbas atsirado kaip modernus, veiksmingas ir ekonomiškas biuro ištekliu valdymo būdas. Aukščiausio lygio lankstaus darbo aplinka, ne teritorine darbo aplinka, gali suteikti geriausiu galimybiu organizacijoms valdyti savo biurus daug efektyviau. Dar daugiau, biuro darbuotojai gali dirbti tinkamiausiu laiku ir tinkamiausiose jiems vietose. Tačiau valstybines istaigos, pavyzdžiui, Škotijos vietos valdžia, nelabai noriai priima lankstaus darbo koncepcija. Kultūros pokyčiai, neadekvačios aptarnavimo paslaugos, taip pat informacines ir komunikacines technologijos, darbo organizavimo schemos bei alternatyvaus darbo politika yra pagrindiniai lankstaus darbo koncepcijos taikymo barjerai. Norint iveikti šiuos barjerus, valstybines institucijos turi strategiškai adekvačiai remti darbuotojus. Dar daugiau, lankstaus darbo kultūros remimas atitinkamais organizacijos lygmenimis gali būti gera kultūros pokyčiu problemu prevencijos strategija.
Highlights
Efficiency, Effectiveness and Economics (3Es) in property management have been recommended by both researchers and, Government auditors
According to the preliminary interviews during the pilot test, some management staff argue that the flexible working concept may not be properly understood as the modern concept of property management of Scottish Local Authorities (SLAs), because flexible working is currently only promoted as a tool by HR
Since the analysis shows that there is no significant difference of means amongst property, Information and Communication Technology (ICT), and HR management areas, the potential benefits/problems presented in the data above can be a representative for all the management areas
Summary
Efficiency, Effectiveness and Economics (3Es) in property management have been recommended by both researchers and, Government auditors. The main reason was that strategic property management information could enable senior management to achieve better efficiency, effectiveness and economy of property management (Gibson and Hedley, 1999). Modern office initiatives, such as open-plan, hotdesking, and flexible working hours have been introduced as modern property management tools (Audit Commission, 2000). Gershon (2004) and Lyons (2004) identify the broad objectives of public sector efficiency These are: 1) reduce resource costs, not public services; 2) enhance quality and quantity of production; and 3) improve the ratio of output per unit cost of input. To understand the relationship between flexible working and property management, the development of flexible working is described as a fundamental principle
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