Flexible timing and its effects

Research Report

Flexible timing and its effects

SUBMITTED BY:

Khawaja ali raza Aamad sharif Asim khan

Flexible timing and its effects

Contents
1.Introduction .............................................................................................................................................. 3 1.1.Significance of study ........................................................................................................................... 4 1.2.Background ......................................................................................................................................... 4 1.3.Problem statement ............................................................................................................................. 6 1.4.Objectives............................................................................................................................................ 6 1.5.Research Questions ............................................................................................................................ 6 1.6.Delimitations ....................................................................................................................................... 7 2.Literature Review .................................................................................................................................... 8 2.1.Critical Evaluation of literature ......................................................................................................... 12 2.2.Literature Gaps ................................................................................................................................. 12 3.Conceptual Model .................................................................................................................................. 13 3.1.Variable of interest ........................................................................................................................... 13 3.2.Theoretical Framework ..................................................................................................................... 14 4.Research Methodology .......................................................................................................................... 15 4.1.Research Methodology ..................................................................................................................... 15 4.2.Population ......................................................................................................................................... 15 4.3.Data collection .................................................................................................................................. 15 4.4.Sources of Data ................................................................................................................................. 15 4.5.Data Analysis .................................................................................................................................... 15 4.6.Proposed methodology...................................................................................................................... 15 4.7.Principal Component Analysis.......................................................................................................... 16 4.8.Reliability Analysis ........................................................................................................................... 18 5.RESULTS AND DISCUSSION ............................................................................................................ 19 5.1.Descriptive Analysis ......................................................................................................................... 19 5.2.Independent Sample T- Test ............................................................................................................. 20 5.3.ANNOVA ......................................................................................................................................... 21 5.3.1.Regression Assumptions ................................................................................................................ 21 6. CONCLUSION ................................................................................................................................. 27 6.1. Academic Implications ............................................................................................................... 27

7.Appendix ................................................................................................................................................. 27 8. REFERENCES .................................................................................................................................. 30 2

Flexible timing and its effects

1. INTRODUCTION
Flexi work hour (time) is a system of flexible working hours which came to the publics attention in Germany during the 1960s. The concept of flexible working hours was used by a German economist Chiri Stel Kraemerer, to induce housewives and mothers into the workforce, to alleviate the labour shortage in Germany. It is based on the assumption that in many work situations, rigid starting and stopping times are unnecessary and could be adapted into a more flexible system. Later the concept was modified, the idea of a core time was added, and the system was adopted by European countries. Flexible working hours, is a system which gives employees some choice over the actual times they work their contracted hours. Such a system can be a good way of recruiting and retaining staff since it provides an opportunity for employees to work hours consistent with their other commitments (e.g. Child care). Flexible working hours are a system operated by some organizations whereby employees may choose their time of arrival and departure, provided they work the agreed number of hours, usually including certain hours each day when everyone must be at work. (Robert M Fulmer, 2002). Flexi-timing is one of the most popular incentives across different age groups. Flexible working hours are very important for those organizations who are working on 24 hour basis. Such organizations can hire trained, skilled and experienced work force by implementing this Flexi hours (timings) schedule, so that such workers can work in more than one organization on a day and more than one organization can get benefit by these organizations. And it is also helpful for the organizations which dont have enough space for the workforce but the want to work more and produce more. Such organizations can manage all this by implementing flexible work hours. Many other problems such as administrative problems can be handled properly by ensuring flexible work hours. This Research aims on the issue that discusses how much flexible working hours system can affect the employee turnover and performance of workforce/employees in an organization. Employees belonging to different backgrounds, having different
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Flexible timing and its effects perspectives, religion, customs, age and gender that tend to show variation in their behaviour towards particular actions (absenteeism, coming late, low performance and stressed while at work) . This property of behaviour that varies in every diverse group can be very destructive for an organization.

1.1.

Significance of Study

The study will help organizations understand the system of flexible working hours and its importance along with its effectiveness of different perspectives i-e change in absenteeism, coming late, low performance and stressed while at work. This research study also aims to know how organizations can successfully plan and implement the system and practices to manage flexibility so that potential benefits and performance can be maximized. If the companies a low employees share their experiences, needs, cultural traits and socioeconomic trends of their origin with the companies which would help companies to robust their knowledge management and build effective options in flexible working hours system to enhance productivity and innovation.

1.2.

Background

Flexible working gives employees flexibility on how long, where and when they work. Employees access flexible working through human resources policies, which usually require supervisory approval. Flexible working is comprised of three main arrangements: full-time, part-time and career flexibility. Full-time flexible options include:

Flexible hours (flextime) - the ability to choose the start and finish time of the working day within core hours;

Telework (flexplace) - the chance to work from home or another place one or several days a week;

Time banks - the ability to take time off in compensation for overtime;

Flexible timing and its effects

Compressed work weeks (CWW) - such as working for longer days and taking the fifth day of the week off, or working a nine day fortnight.

Part-time options include working a few days a week, say three days instead of the traditional five days, and other forms such as v-time-working. The "v" stands for voluntary reduced hours, with the individual working to an agreed reduced schedule for a certain period, for example during the school holidays, with the chance to work the usual hours after that period ends. Job-sharing is also an interesting form of part-time flexible working where two people share a full-time position, either by working three days each in the week with one day of overlap or they alternate one week each. Career flexibility (flexible career) allows individuals to change careers and/or take career breaks for personal or family reasons without suffering career penalties. Career flexibility involves challenging the traditional career ladder of containing a continuously upward path with workers likely to fall back to the bottom of the career ladder if they change their careers. Instead, a career lattice can be organised where individuals may take different paths, including lateral ones, and career breaks. Career flexibility also includes a gradual return from maternity leave, for instance, returning part-time for a certain period then going full-time afterwards. Career flexibility also includes gradual phasing into retirement such as going from full-time to part-time for a certain period and then retirement. Examples At Accenture in France, employees may work from home one to three days a week if their supervisor agrees to the arrangement. In 2011, fifty percent of support functions staff currently works from home. The arrangement includes supervisor training on virtual management and a grievance procedure in case supervisors reject the request to work from home. With the telework agreement at Accenture, employee satisfaction with work-life balance has soared.

Flexible timing and its effects Deloitte and Touche allows employees to leave the organisation for up to five years to pursue personal interests such as raising children or training for a sporting activity. (Source: Great Place to Work Institute). At Hewlett Packard in Grenoble, France, there are VP positions filled by two people in a job share, where both partners get evaluated and promoted as a pair. (Ollier-Malaterre)

1.3.

Problem Statement

Flexible working hours can do quite effective and positive changes in performances of the workforce. This study will follow the following key statement: Does flexible working hours system can help companies in attaining high performance from its employees? Thus having a broader approach to this problem will make us find many considerations regarding People management and Performance Management. 1.4.

Objectives
To analyse the need of flexible working hours in the company To find out the changes in the performance of employees after flexible working hours are introduced To observe the employee turnover ratio To analyse the change in employee satisfaction and commitment to the company

1.5.

Research Questions

How employees are detracting from their performance track ? How performance output of Part-time or contract based employees can be differ from permanent employees? Which factors make our employees disturbed and stressed while at work? Which timings do suits most of our employees other than Core timings ?

Flexible timing and its effects How sickness, absence and late attendance can be treated by Flexible working hours system?

1.6.

Delimitations

The study is confined to only one sector of market i-e Software Houses sector. Moreover, the study is limited to the IT companies operating in Islamabad only.

Flexible timing and its effects

2. LITRATURE REVIEW
Flexible working hours have been a significant point of interest for People management and Performance management studies in different organizations since the past many decades, the flexible working hours system comes up with many constructive consequences for organizations and managing it is an issue that resolves the various problems faced by employees and organizations, performance can be at the end enhanced in consequences and it is a dependent variable. The independent variables in our case are: 1. Flexible Hours 2. Telework 3. Time banks 4. Compressed working weeks When employees have better health, the cost of health care is reduced; fewer absences and late days translate into higher productivity, and increased commitment to an employer is a hallmark of good employees. By showing that time-flexible work policies provide multiple benefits to employers, we can hasten the change to a new worker modelone that is family and employer friendly. The business case for time-flexible work policies may prove to be the best tool we have in changing how we live and work. (Halpern, 2005)

These issues embrace the major inherent fear of flexibility for many training departments lack of commitment on the part of the flexible trainer. Yet if expectations towards parttime trainers changed and focused on the latter, determining, rather than management proposing, strategies to meet particular training needs, organizations would be more likely to gain the combined creative energy of a variety of specialists rather than the unpredictable input of hired-in individuals. Realigning attitudes towards non-permanency from control of the negative to the cultivation of the positive could increasingly liberate and innovate the corporate context rather than restrict and define it. (Gilleard, 1998)
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Flexible timing and its effects The arguments in support of the application of flexible working practices may be considered to be based on the generation of knowledge by those who are at the leading edge of new ways of working, and their benign dissemination to a waiting world, which can only benefit from the sharing of the wisdom. There may, however, be either deliberate or emergent strategic advantages to be gained by those organisations which promote flexible working. (Flexible working: organisational liberation or individual strait-jacket?, 1999)

The 24x7 society and its increasing ability to interact globally regardless of time differences, is one driver towards the need for flexible working. With everyone from banks to retailers endeavouring to provide continuous service to their customers, all companies are having to consider flexible working for their employees. (Breaking the Executive hour-glass, 2000) Timesharing is where two individuals share one full-time job This way of working is often preferred for working mothers who wish to spend some time at home with their families although it is not as convenient as some part-time work since it normally involves full days, with a requirement to be there early morning and late evening when children may need to be taken to or collected from schools. The advantages for the organization lie in the ability to select from high quality staff who would otherwise be unavailable and to benefit from advantages in providing cover for sickness and holidays when only one of the pair may be off and the other provides continuity and may even be able to work full-time for the short period of cover required. Of course, all such forms of working also have their negative aspects. From the organizations point of view there is the additional cost of communication, training and staff development and there may be national insurance implications. (Baines)

Success in business involves to some extent having a workforce flexible enough to meet changeable demands. But flexibility has become a two way process and employees, particularly mothers of young children, are increasingly requesting work arrangements that allow them to better balance work and home life. One survey revealed several
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Flexible timing and its effects reasons for employees wanting to reduce their working hours but spending time with family was the most popular. The difficult challenge, therefore, is to develop workplace policies that serve the interest of both employer and employee alike. Flexibility at work now takes various forms and includes such as job sharing, variable working time and telecommuting alongside conventional part time schedules. These arrangements vary across different countries and reflect the amount of control over working time that an employer or employee enjoys in relation to when the work is done and the number of hours worked during a specific period. (Flexibility and the workplace: the battle to control working time, 2006)

Part-time work, time off in lieu, staggered working hours and shift swapping are the main types of flexible work in smaller businesses. In many incidences flexible working arrangements are requested by employees, operated informally, and centred on the business needs. There is significant scope for greater uptake of flexible working arrangements with smaller businesses, especially in service sector businesses. Positive impacts of flexible work arrangements in recruitment and retention, enhanced employee relations, commitment and loyalty are found, together with disadvantages of operational problems and administrative burdens. It is proposed that the gap between the potential for, and current practice in, flexible working arrangements may be narrowed by targeting information and guidance on such arrangements specifically to the owner-managers of smaller businesses. (Rankine, 2007)

In relation to extrinsic motivation, a significant interaction was observed between job stress, flex-time, and country of residence. Although flex-time and country of residence were significant predictors of intrinsic motivation, no significant interactions were observed. (Elias, 2010) The data support a two-factor structure of flexibility. The time restriction factor adds to the degree of exhaustion and the work-nonwork conflict, while time autonomy diminishes these outcome variables. However, the flexibility dimensions are unrelated to performance. (Kattenbach, 2010)

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Flexible timing and its effects The study found significant differences in organizational attractiveness based on the eight types of work schedule flexibility. The studys results supported categorizing flextime programs as heterogeneous constructs. (Perceptions of organizational attractiveness, 2010)

Author states that work-time influence can be increased by implementing self-scheduling via a computer program among part-time working women in the Eldercare sector. Activities such as meetings, questionnaires on work time preferences, and workplace flexibility policies aiming at the increasing influence on a Wxed schedule were not sufficient To increase work-time incense This study did not support the theory that increased work-time influence improves health and well-being among elder care workers. The experience of social support was, however, improved during the study period. The effect of individual work-time scheduling by a computer program needs to be further studied in occupational groups with Wxed or occasional night work and longer weekly working hours. (Diderichsen, 2011)

Flexible work arrangements are generally regarded as good for employers. If companies are faced with declining demand for products or poorly performing employees, allowing fixed-term employees labour contracts to expire is a cheap way to get rid of personnel since it is excluded from all redundancy procedures and severance pay obligations companies face when firing permanent workers. Moreover, temporary employment agencies supply workers on short notice, which makes it possible for companies to adjust their workforce quickly. (Thor, 2012) Managers need to be especially aware of making individual telework decisions without considering the full range of characteristics which encapsulate the teleworker s work practices. For those with high WFC, although extensive telework during traditional and non-traditional work hours appear to generate more exhaustion than lower levels of telework, this does not occur in individuals with more moderate levels of conflict between work and family. (Golden, 2012)

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Flexible timing and its effects As expected, men start work earlier than women. Moreover, it appears that seniors and people who live in less urbanized areas tend to start work later than others. Individuals who work in professional and managerial occupations are more likely to have a later end time for working. The empirical results from this study yield important insights and information for policy makers and transport planners. For instance, for policy makers this is highly relevant for the successful implementation of road pricing schemes. Similarly, more flexibility in work schedule has furthermore been predicted to impact on congestion and traffic patterns, therefore the finding of this study give insights which people are willing to shift the timing of their commute trip. (Ettema, 2010)

2.1

Critical Evaluation of Literature

Flexibility has become a hot issue in corporate culture and has become the necessity of every organization to manage it effectively to compete with others in the corporate and global arena. The introduction of different options with different perspectives in working hour schedule, helps companies identify opportunities and succeed in the goals and performance management in new ways. It now focuses on both inclusion and the impact on the companys bottom line. Leveraging employee satisfaction is now seen as a critical strategic resource for establishing a competitive advantage by retaining our skill employees as they are also assets of the company in some way.

2.2

Literature Gaps

This study focuses on some neglected but highly effective gaps, which were not significantly studied in the past like Employee performance, Performance management, Employee satisfaction, Employee Absenteeism and Employee turnover.

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Flexible timing and its effects

3. CONCEPTUAL MODEL 3.1. Variables of interest

Performance can be at the end enhanced in consequences and it is a dependent variable. The independent variables in our case are: 1. Flexible hours 2. Telework 3. Time banks 4. Compressed working weeks

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Flexible timing and its effects

3.2. Theoretical Framework

3.3. Hypothesis
1. Flexible hours has positive effect on performance of employees. 2. Telework positively effect performance of employees. 3. Time banks has positive effect on performance of employees. 4. Compressed working weeks on the job positively effects performance of employees.

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Flexible timing and its effects

4. Research Methodology 4.1. Research Methodology

In this study quantitative approach has been employed. This generally involves gathering and changing data into numerical form so that arithmetic calculations can be finalized to draw the decisions. Data is collected by self-administered questionnaire for statistical analysis. The statistical results are analyzed through SPSS.

4.2.

Population

A sample size of 100 individuals (both male and female) with no specified age limit would be selected. Interviews would help us to enhance our knowledge about the practices being followed by respective organizations Human Resource departments to manage workforce diversity and how it affects the innovation and productivity of the organization. 4.3.

Data Collection

Data will be collected via questionnaires.

4.4.

Sources of Data

Data collected is combination of both Primary and Secondary sources. Primary data collected will be via questionnaire and Secondary source of data collected is via journal articles and books to review the other researchers findings.

4.5.

Data Analysis

The extent of data reliability will be checked via using different statistical tools to analyze the research findings and their implications to the study.

4.6.

Proposed methodology

Our primary source of data collection would be Questionnaire and Interviews. Questionnaire would help us to interpret the results into numerical form as the Likert
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Flexible timing and its effects Scale would be used for questionnaire scaling. A sample size of 200 individuals (both male and female) with no specified age limit would be selected. Interviews would help us to enhance our knowledge about the practices being followed by respective organizations Human Resource departments to manage workforce diversity and how it affects the innovation and productivity of the organization. Secondary data would be collected through articles and books to know the findings of others researchers and practices being followed in general to manage the diversity in organizations.

4.7.

Principal Component Analysis

Principal component analysis was performed to check the reliability of instrument. Where the correlation matrix was extracted to see the reliability of instrument along that KMO and Bartletts test where the value of KMO should be greater than 0.6 at a significant value should be less than .05 for the reliability condition fulfillment.

Table 1

KMO and Bartlett's Test for Flexible hours KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square Df Sig.

.606 67.346 10 .000

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Flexible timing and its effects Table 2 KMO and Bartlett's Test for Telework KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square Df Sig. Table 3 KMO and Bartlett's Test for Time Banks KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square Df Sig. .608 44.224 6 .000 .676 62.308 6 .000

Table 4 KMO and Bartlett's Test for compressed working weeks KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square Df Sig. .687 47.166 6 .000

Table 5 KMO and Bartlett's Test for performance KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square Df Sig. .731 59.076 10 .000

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Flexible timing and its effects

4.8.

Reliability Analysis

After performing the Principal Component Analysis, the reliability of instrument has been tested with the help of inter item consistency that is measured with the help of Cronbach Alpha. Table 6 shows that Cronbach alpha values of all variables where N represents the number of items against each variable. The table shows that the value of Cronbach alpha for all variables is > 0.6. This shows the presence of inter item consistency for all the variables thereby, authenticating the reliability of the instrument. The Cronbach alpha of flexible hours is 0.617 which shows that there is strong consistency among items of flexible hours. The Cronbach alpha of Telework is 0.649 which shows there is also a strong consistency among the items of Telework. The most significant and highest value of Cronbach alpha is seen to be 0.651 of Time Banks which means strong inter item consistency of Time Banks.

Table 6 Inter item consistency - Cronbach Alpha Variables Flexible Hours Telework Time Banks Compressed Working Weeks Performance Cronbach Alpha 0.617 0.649 0.651 0.622 0.647 N 5 4 4 4 5

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Flexible timing and its effects

5. RESULTS AND DISCUSSION

This chapter provides the results of the different statistical tests applied to the collected data and their analysis. A thorough discussion has been made on the basis of the obtained results.

Results
The different statistical tests have been applied to the data. Their results and analysis has been provided in this section.

5.1.

Descriptive Analysis

Descriptive statistics shows the overall summary of the obtained data. It guides the researcher about the trends in the data and provides the guidelines about the future course of action. Table 7 shows the results of descriptive statistics. This table shows the value of Mean and Minimum for each variable where FI, TB and CWW have minimum value of 1.00, telework 1.25 and performance with minimum values of 1.20. The measure used to check the descriptive statistics we see the value of skewness which tells the extent to which a distribution of values deviates from symmetry around the mean. The negative skewness values indicate a greater number of larger values. Table 7 shows that all the values of skewness lie in the range of -1 to +1 which authenticates the normality of the data. According to Leech, Barret, & Morgan (2005), skewness is more important than kurtosis. Therefore, we can assume that the data of this study is normal though there is some problem in the values of kurtosis. If skewness is correct kurtosis can be ignored.

Table 7 Descriptive Statistics

N Flexible hours Telework Time Banks Compressed Working Weeks Performance 103 103 103 103 103 Minimum Maximum 1.00 1.25 1.00 1.00 1.20 19 3.60 4.00 4.00 4.50 3.40 Mean 2.1301 2.3277 2.2476 2.3374 2.1728 Std. Deviation Skewness Kurtosis .54139 .61240 .58525 .61108 .51871 .261 .595 .105 .656 .132 .026 .104 -.103 1.285 -.704

Flexible timing and its effects

5.2.

Independent Sample T- Test

Independent sample t-test has been applied to compare the level of performance in male and female. Table 8 shows the results of group statistics gender. A categorical variable has two categories not more than that. Mean of male is 2.1746 and the mean of female is 2.1687 which shows that performance of male employees is higher than females employees. Table 9 shows Levenes test for equality of variances this test checks the normality of data.

Table 8 Group Statistics

Std. Error Mean .06176 .09251

Gender Performance Male Female

N 71 32

Mean 2.1746 2.1687

Std. Deviation .52036 .52329

Table 9 Independent Sample T- Test - Gender

Levene's Test for Equality of Variances t-test for Equality of Means 95% Confidence Interval of the Difference Sig. (2F Performan Equal variances ce assumed Equal variances not assumed .053 59.551 .958 .00590 .11122 -.21662 .22842 .002 Sig. .964 T .053 df 101 tailed) .958 Mean Difference .00590 Std. Error Difference .11099 Lower -.21427 Upper .22607

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Flexible timing and its effects

5.3.

ANNOVA

The level of performance has been analyzed in different age categories. One way ANOVA has been computed for this purpose. Table 10 shows the results of one way ANOVA.
Table 10 ANOVA Sum of Squares Between Groups Within Groups Total .640 26.804 27.444 4 98 102 df Mean Square .160 .274 F .585 .674 Sig.

The Above table results depicts that there is no relationship between Gender and performance, will accept the Null Hypothesis.

5.3.1. Regression Assumptions

1. Normality of Data Table 11 shows that all the values of skewness lie in the range of -1 to +1 which authenticates the normality of the data. Skewness, for FH is 0.261, for TW 0.595, for TB 0.105, for CWW 0.656 and for Performance 0.132 According to Leech, Barret, & Morgan (2005), skewness is more important than kurtosis. Therefore, we can assume that the data of this study is normal though there is some problem in the values of kurtosis. If skewness is correct kurtosis can be ignored. Thus assumption of normality fulfills (Leech, et al. 2005).

2. Liner Relationship Between IVs and DV Table 12 illustrates that all values are positive and has a positive correlation among all variables except compressed working weeks. 3. Independence of Error Terms The error terms should be independent is another assumption of linear regression. There is no serial or auto correlation in standard error measure. Durbin Watson is computed to check the
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Flexible timing and its effects independence of error terms. Table 13 shows the value of Durbin Watson model lies in the range of 1.5 to 2.5 which fulfills this assumption of regression. 4. Homoscedasticity Figure 1 show that most of the responses are on the central line of regression which means that data is not dispersed and is normal thus regression assumption of Homoscedasticity fulfills. 5. Absence of Outliers Figure 2 shows that there are clusters of responses from the respondents in all the variables. Data is not scattered as much and outliers are not there in the data thus regression assumption of outlier fulfills and proves that data is normal. Therefore, researchers further proceed for regression analysis. 6. Normal Distribution of Errors Figure 3 of the histogram shows that the data is normally distributed across the mean value. The shape of the histogram authenticates the normal distribution of the data. This fulfills the assumption of the regression that the data should be normally distributed. 7. Multicollinearity There is no multicollinearity in the data; multicollinearity is biasness in the analysis which occurs due to the correlation of multiple independent variables those effects a dependent variable.
Table 11 Normality of data Skewness Kurtosis Flexible hours Telework Time Banks Compressed Working Weeks Performance .261 .595 .105 .656 .132 .026 .104 -.103 1.285 -.704

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Flexible timing and its effects

Table 12 Corelation matrix of variables

Compressed Flexible hours Flexible hours 1 Telework Time Banks Working Weeks Performance

103 Telework .435** .000 103 Time Banks .450** .000 103 Compressed Working Weeks .370** .000 103 Performance .506** .000 103 103 .406** .000 103 .334** .001 103 .491** .000 103 103 .480** .000 103 .476** .000 103 103 .476** .000 103 103 1 1 1 1

Table 13 Independence of error

Model Summary
b

Model 1
Banks

R .654
a

R Square .427

Adjusted R Square .404

Std. Error of the Estimate .40042

Durbin-Watson 1.901

a. Predictors: (Constant), Compressed Working Weeks, Telework, Flexible hours, Time

b. Dependent Variable: Performance

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Flexible timing and its effects

Figure 1 Normal P-Plot Regression

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Flexible timing and its effects

Figure2 Absence of outliers

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Flexible timing and its effects

Figure 3 Histogram

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Flexible timing and its effects

6. CONCLUSION
In the study, it is found that there is a strong relationship of flexible timings affecting the performance of individual and the overall organization productivity. It means that effective measure should be taken to remove the barriers in timings on job of people from diverse backgrounds to enhance the performance. Telework is found another factor impeding employees performance, employees can easily work at home and increases there performance. Telework decreases absenteeism of employees. Time banks affiliation tends to show a strong impact on employees performance. If employyes get benefit for doing overtime job it results in more loyality, commitments toward work. Compressed working weeks seems to have impact on the performance of the employees. Employees can easily manage there weeks and work easily and it will enhance the performance of employees.

6.1.

Academic Implications

The study guides academia in a way to organize the diversity management sessions and its implications with respect to emerging trends and ways of diversity.

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Flexible timing and its effects

7. Appendix

Table1* 1 Gender

Cumulative Frequency Valid Male Female Total 71 32 103 Percent 68.9 31.1 100.0 Valid Percent 68.9 31.1 100.0 Percent 68.9 100.0

Table1* 2 Age

Cumulative Frequency Valid below 18 18-28 29-39 40-50 51-60 Total 4 54 31 12 2 103 Percent 3.9 52.4 30.1 11.7 1.9 100.0 Valid Percent 3.9 52.4 30.1 11.7 1.9 100.0 Percent 3.9 56.3 86.4 98.1 100.0

Table1* 3 Marital

Cumulative Frequency Valid Married unmarried Other Total 58 44 1 103 Percent 56.3 42.7 1.0 100.0 Valid Percent 56.3 42.7 1.0 100.0 Percent 56.3 99.0 100.0

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Flexible timing and its effects

Table1* 4 Education

Cumulative Frequency Valid less than 1 year 1-3 years 3-6 years 6-9 years 9-12 years Total 20 47 24 10 2 103 Percent 19.4 45.6 23.3 9.7 1.9 100.0 Valid Percent 19.4 45.6 23.3 9.7 1.9 100.0 Percent 19.4 65.0 88.3 98.1 100.0

Table1* 5 Experience

Cumulative Frequency Valid less than 1 year 1-3 years 3-6 years 6-9 years 9-12 years Total 20 47 24 10 2 103 Percent 19.4 45.6 23.3 9.7 1.9 100.0 Valid Percent 19.4 45.6 23.3 9.7 1.9 100.0 Percent 19.4 65.0 88.3 98.1 100.0

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Flexible timing and its effects

8. REFERENCES
Baines, A. (n.d.). Flexible employment evil or opportunity? Work Study Vol. 44 No. 1 , 14-15. Breaking the Executive hour-glass. (2000). CSBS . Antidote CSBS. Diderichsen, K. N.-N. (2011). The eVect of work-time inXuence on health and well-being:a quasiexperimental intervention study among eldercare workers. Int Arch Occup Environ Health (2011) 84 , 683695. Elias, C. E. (2010). Flex-time as a moderator of the job stress-work motivation relationship. Personnel Review Vol. 39 No. 4 , 487-502. Ettema, B. A. (2010). Working from 9 to 6? An analysis of in-home and out-of-home working schedules. Transportation , 505523. Flexibility and the workplace: the battle to control working time. (2006). Managerial Law Vol. 48 No. 6 , 536-540. Flexible working: organisational liberation or individual strait-jacket? (1999). Facilities Volume 17 Number 1/2 , 18-23. Gilleard, J. (1998). Responding flexibly to flexible trainers: the need to. Journal of European Industrial 22/6 , 237242. Golden, T. D. (2012). Altering the Effects of Work and Family Conflict on Exhaustion: Telework During Traditional and Nontraditional Work Hours. J Bus Psychol , 255269. Halpern, D. F. (2005). How t i m e - f l e x i b l e work. S t r e s s a n d H e a l t h 21 , 157168. Kattenbach, R. (2010). Flexible working times: effects on employees exhaustion, work-nonwork conflict and job performance. Career Development International Vol. 15 No. 3 , 279-295. Ollier-Malaterre, A. associate professor of management,. France: Rouen Business School. Perceptions of organizational attractiveness. (2010). Management Research Review Vol. 33 No. 9, 2010 , 865-876. Rankine, G. M. (2007). The incidence and impact of flexible working arrangements in smaller businesses. Employee Relations Vol. 29 No. 2 , 138-161. Thor, D. B.-C. (2012). Why Do Recent Graduates Enter into Flexible Jobs? De Economist , 157175.

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