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Promotion of flexible working and effective change management in…
Promotion of flexible working and effective change management in organisations
FLEXIBLE -
atkinson 1984 - core/ periphery
outsourcing
concentrate on core
tupe
subcontract / gig
high professional likes no boundaries
CIPD 2012 - people still want security and rights
high professional fees offset insecurity?
CIPD 2017
temporary jobs / separate work not employer
not enough work / compete indian workers - just the job
most top up traditional jobs and satisfied with gig
less stressful than perm work e.g. teaching vs tutoring
wealthy more satisfied with level of workload
crackdown on rights e.g. employers paying less min wage and expecting you to be available.
risk of pensions - but majority survey are making private provision
opportunity to develop and affordability
provide Terms conditions, clarify status
Zero hours - work.life?
stress
Truss 2006 - less likely to quit?
easy to reduce workers
poor working conditions
Perm / flex
right to flex working 2003
not just family friendly
maternity leave - career impact / paternity leave rebalance? work life balance
might involve more work . effort
reciprocity psychological contract Rousseau (1989)
Schein 1978 - mutual obligations
withdraw when contract broken
more than transactional contract - transitional contract - relational contract. balanced contract - Rousseau 1995
business benefits
improved performance / no need to travel / motivation
no redundan e.g. kong garden leave in downturn
reduce sick . inc morale and engagement - surrey council allowed device use outside work
demenezes -2011 - little support improve financial performance
flex resource allows dismissal in downturn. Germany tops up reduction of hours
value proposition / employer brand
short term, reward contribution, empower, decentralise
matches their brand
Maguire 2002 - healthy to have regular flow in/out - loyalty? changing?
reduce the estate / home work or hot desk
out of hours working
business challenges - customer facing roles, collaboration/proximity / management control
marchington 2005 - plot by number of employers / status employment
TUPE secondments etc. .
biggs swales 2001 - less commitment / contract breach
mcdonald makin - more commitment / short term tenure
Atkinson 1984
1, Task multi skill or functional flex
training wide range
job rotation, enlargement
horizontal or vertical
self managed teams e.g. health care assistants, low cost airlines
benefits - rapid deployment, change ready, no agency overtime, , agile. wide range of skills, job security employability,
less scope in some professions e.g. heart consultants.
distancing - subcontractor etc. periphery employees
pay - prp etc
numeric - working hours
behavioural flex
self awareness, feedback, confidence, response to change,
loss security and personal character - sennet 1998
dependes on state of employment
discretionary effort - AMO model
leaders / managers need to manage flexibility - talent, changing enviro, etc.
CIPD 2017 - Flex working practices, benefits and tips
mutual trust / pyschological contract
manage business effectively
greater diversity, brand, engagement
part time, term time, job sharing, compressed, annual hours, work/home, mobile, career break, zero hours etc.
contractual? / perm home workers. Equal access opportunities. consult TUS. Health safety.
operational pressuers, attitudes, impact on others, culture, senior support, unable measure outputs.
clear process, defined roles, support, invest in comms, embed in PM recruit job design, pilot, evaluate.
CHANGE MANAGEMENT
Failure - 70% Balogun Bailey
lack of change management
strategic management - impact / changes slowly / culture / past successes / communicate / resource / complex
stakeholder power, time, scope change, areas to preserve, impact, capabiity, capacity to deliver,
types
incremental
transformational
puncutated equilibrum - incremental / transform
models
managed planned activity - bamford / daniel 2005
unitary , analytical, best practice but doesnt reflect complexity
Crail 2007 - often used , cause of failure, difficult to forsee future
Lewin 1975 freeze model unfreeze . status quo
Balogun - pace change constant, stakeholders rarely agree, freeze model linear
Balogun Hailey 2004 - Change kaleidoscope
approach - context, how managed
best practice - viewed caution
7 segments - 1. stakeholder power, 2. time, 3. scope change, 4. what needs to be preserved, 5. impact, 6. capability to manage, 7. capacity to deliver, ready for change
top down / bottom up, directive / participative
not linear / revert back /
Bamford Daniel 2005 - Emergent change
change in enviro / bottom up outcome not clear
general readiness for change
Adams change curve - shock - denial - awareness - acceptance- testing - integration
KOTTER (1980 ) 8 steps
KUBLER ROSS (1969)- individual perspective, change curve
LEWIN - Force field analysis
BEER 1993 - 6 steps
linear not always an end
Adams change curve
shock denial, acceptance, search for meaning
Balogun - not linear - often revert back
Pettigrew 1983 - non linear change, different perspective, politics
Moran 2001 = change done to or happens to Org
HR involvement
Dooreward 2002 - reactive and limited / empowerment can be seen like manipulation
Alfes - when hr proactive - is change driver
conformist innovator, deviant innovator - questioning and challenging.
Resistance - Piderit 2000 -
objections, negative consequences, might be valid
communication key -
voice, challenge , acceptance
purpose change, audience, medium, tiiming, feedback
negative , anxiety, cognitive - not ready
Resilience
Workplace stress, presenteeism, s
understand stress driver
CIPD - successful adaptation to tasks, in face social disadvantage - Windle 1999
Paterson 2008 - what is in control
Bartley 2006 - external influence e.g. domestic
Seligman 1998 - meaningful work, work enviro. relationships
give people hope / their capabilities / control change / seek support / focus on priorities / help teams build resilience
risk management - options
richardson 2002 - personality and support
organisational resilience - job design, empowering , culture, networks
Balogun 2004 - Communication
purpose of change, timing, audience, who, medium, content, updates.
CIPD 2011 - risk management , Kelley 2005 - level of support, Richardson 2002 - personailty and support
Stewart kringrass 2003 - Change agents
postive enthusiastic, potential adv, influence, manager?
take unpopular position, communicator
ER - Glaxo succeed in midst pressure, changing enviro
programme - issue, enviro, team, resources, KPI, design, partner, communicate , implement and evaluate