Flexible Working by Dale Gemma;

Flexible Working by Dale Gemma;

Author:Dale, Gemma;
Language: eng
Format: epub
Publisher: Kogan Page, Limited
Published: 2021-12-15T00:00:00+00:00

Women and Equalities Committee Report (2016) Gender Pay Gap, House of Commons, publications.parliament.uk/pa/cm201516/cmselect/cmwomeq/ 584/584.pdf (archived at https://perma.cc/6TAU-X4KQ)


The barriers to flexible working, and how to overcome them

Chapter 6 explored the complex mix of myths associated with flexible working and flexible workers themselves. As well as these, there are also multiple (and sometimes interconnected) barriers to the effective application of flexible working at an organizational level, as well as its broader acceptance in the corporate world. According to CIPD research, the most commonly cited barriers to the use of flexible working arrangements are: the nature of work that employees do at their organization (27 per cent); negative attitudes from senior managers (15 per cent); and negative attitudes from supervisors and line managers (14 per cent) (CIPD, 2016).

Some of the barriers to flexible working are related to practical issues, whereas others are perceived or attitudinal. Fundamentally, many of the barriers that exist are cultural. Some of them are fairly typical to many organizations, but others are specific to the particular context, industry or role types. Through the identification of barriers, it becomes possible to plan strategies and take action in order to overcome or mitigate them – where an organization sufficiently desires to do so. This chapter will explore some of the main barriers and challenges relating to the adoption and acceptance of flexible working approaches.


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