Perceptions of organizational attractiveness

Abstract

PurposePast research on flextime programs often treat work schedule flexibility as a homogeneous construct. The purpose of this paper is to empirically demonstrate the relationship between different flexible work schedules and employee perceptions of organizational attractiveness.Design/methodology/approachParticipants (n = 655) reviewed a scenario with work schedule flexibility manipulated into one of eight consecutively more flexible schedules. Participants then rated the job offer within the scenario on organizational attractiveness.FindingsThe study found significant differences in organizational attractiveness based on the eight types of work schedule flexibility. The study's results supported categorizing flextime programs as heterogeneous constructs.Research limitations/implicationsThe study utilized scenarios reducing generalization to work situations. Participants were college students with a limited work experience and may have viewed organizational attractiveness based on expectations, not on experiences. Future studies should examine workforce populations and also examine different work schedule flexibility programs' effects on absenteeism and productivity.Practical implicationsThe study suggested that work schedule flexibility affects future employees' perceptions of organizational attractiveness. Attracting high‐quality employees is in the best interests of organizations and the effects of a flexible work schedule may begin before employees are hired.Originality/valueThe paper illustrates that different work schedule flexibility schedules, often labeled “flextime,” are perceived differently regarding organizational attractiveness. The paper further supports the notion that work schedule flexibility is a complex construct that cannot be examined using one broad term.