Organisational approaches to flexible working

Abstract

PurposeThe purpose of this paper is to, first, explore flexible working as an important but under‐researched dimension of equality and diversity (E&D) and, second, contribute to employment relations debates by exploring organisational perspectives on flexible working and how these connect with business strategies and the regulatory context.Design/methodology/approachIn depth semi‐structured interviews were conducted with 12 E&D managers in ten public and private sector organisations. Interviews explored the role of E&D managers in the construction of flexible working arrangements (FWAs) and drivers underpinning them.FindingsFlexible working was most evident as a significant field of E&D practice where E&D was linked into business strategy and was well resourced. The key roles of E&D managers in relation to FWAs were policy innovation and monitoring. Four organisational rationales for FWAs were identified from the data. These were FWA constructed as: an individual employee benefit; a means of improving operational effectiveness; an integral part of organisational strategy; and as a means of addressing structural social inequalities.Research limitations/implicationsWhile the sample is small, the research is of value to both researchers and policy makers, offering insights on an under‐researched area of E&D policy and practice.Practical implicationsThis paper outlines different rationales for flexible working and shows how some organisation are able to develop flexible working policies that are more equitable and effective than other organisations.Originality/valueThe originality lies in the use of E&D managers as informants of organisational approaches to FWAs, which to date has been under‐researched in terms of its connection with E&D policy and practice.