Flexible workings: A valuable resource

Abstract

The purpose of this paper is to analytically discuss the circumstances in which flexible workings become a valuable resource for a firm in the perspective of management consideration of human resource as most valuable resource for a firm. Paper integrates the different characteristics of human resources which make human resources the most valuable resource and flexible workings as most valuable for human resources. The greatest value a firm can give to its most valuable resource is flexible working options. There is no market more competitive than workforce market. There are many benefits of human resource and circumstances in which firm only relies on its human resource. The human resource turns a firm from failure to a success. These include quality of work, right work, better decision making, better business results, customer and owner satisfaction and a sustainable competitive advantage. This paper emphasizes the critical and important role of human resource for a firm and presents a resource based view of the firm. In most dynamic environments, the firms with best level of human resource possess higher capability in responding uncertain changes. Most valuable resource needs best policies. Such practices which are helpful in attracting, satisfying and retaining human resource are also a firm's valuable resource. It is argued that the benefits of flexible workings is valuable for organization. One can argue that human mind and abilities are most valuable firm resource. The policies and programs which satisfy and motivate the most valuable resource are also valuable firm resources. Paper represents an integrated model of relationships and benefits of flexible workings for employees, customers and shareholders. Paper concludes firms' sustainable growth is based on employee satisfaction, sustainable competitive advantage, customer, and shareholders satisfaction.