INTRODUCTION: Why Flexibility? Need for Flexibility:
The concept of flexibility has permeated much of current human resources management thinking, providing justification for recent developments in more flexible and variable working patterns. Its need arises from the following:
The changing business environment- highly competitive "global" product markets, an increasingly rapid advancements in Information and Communication Technology (ICT) and increasing capital intensity of production.
A changing social environment– for example, the increasing female participation ratio and the trend towards early retirement and rising divorce rates.
Government policy environment – a desire to reduce unemployment and make the economy attractive to inward investment as a source of employment and long-term growth
Flexible Firm Model:
Atkinson and Meager’s model of ‘flexible firm’ identifies four types of flexibility that companies seek:
1. Functional: This refers to a firm’s ability to adjust and deploy the skills of its employees to match the tasks required by its changing workload, production methods. This is done by multi-skilling / dual skilling / dismantling of traditional rigidities between occupational groups (horizontal and vertical flexibility). This is designed to improve efficiency and reduce costs.
This is a core area of traditional conflict within the division of labour between distinct skilled groups and between the skilled and the non-skilled (Penn, 1985).
2. Numerical: This refers to a firm’s ability to adjust the level of labour inputs to meet fluctuations in outputs. There is increased use of part-timers, temporary, short-term contract staff, job sharers and agency workers.
There is a contrast b ...