Signals of support: flexible work for mutual gain

Abstract

Even where organizational policy provides for flexible work arrangements (FWAs), uptake of FWAs depends on employee perceptions of supervisor and organizational support for flexible work. Supervisor support has previously been identified as having significant influence on employee uptake of FWAs as supervisors can encourage or discourage FWA use. Supervisors work within an organizational context, so understanding how that organizational context shapes supervisor support is critical to improving FWA implementation. Incorporating both signaling theory and HR process theory, this case study of an Australian insurance organization examines the signals of support for FWAs that exist within an organization, and the influence of these signals, both explicit and implicit, on supervisor implementation of FWAs. The findings demonstrate how organizational statements, infrastructure investment, senior manager behavior, and organizational discourse shape supervisor support for FWAs. Theoretically, the study demonstrates that signals are an important feature of a strong HR system and can lead to a discourse of mutual gains which ultimately limits the use of particular FWAs, despite policy ostensibly supporting them. More broadly, the study contributes to a deeper understanding of how the implementation of HR policy can differ from HR policy intent.