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Abstract

The flexible working hours allows employees to focus on multiple roles in today's competitive working environments. This arrangement has been widely practiced in order to create balance between work and lifestyle. The purpose of this paper is to investigate the relationship between the flexible working hours and employees' motivation. The survey questionnaires were used for data collection in this study. Meanwhile, both descriptive and inferential statistics were employed to analyse the data. The results indicated that the implementation of flexible working hours show a significant impact to the employees' motivation in the XYZ Department. Thus, the null hypothesis was rejected. Therefore it can be concluded that there is a high positive correlation between flexible working hours and employees' motivation. Through this study, opinions, suggestions and comments were discussed to enhance the effectiveness of the working system.
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... The research outcomes prove that there is a positive relationship between Flexible work options and job satisfaction also a positive relationship between flexible work options and employee motivation. This supports the finding of the previous researches Ahmad & Idris (2013), Raziq & Maulabakhsh (2015), Nanjundeswaraswamy (2019) and Lopez & Legaz (2016). Though both the H1b and H2b hypotheses are accepted, the resulted moderate correlation and the fairly low R squared value for the relationships between flexible work optionsjob satisfaction and flexible work optionsemployee motivation, insisted the researcher to have informal casual interviews with few of the current and ex employees of the particular organization regarding the practice of flexible work options. ...
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The extent literature on high-performance work practices in human resource management has mainly focused on the strategic level, with little research exploring employee-experienced HPWPs and their relationship with job satisfaction. High-performance work practices are considered to result in higher levels of employee motivation leading to increased job satisfaction and retention. Inconsistent with this stream of research, this study aims to find the relationship between high-performance work practices and job satisfaction via the mediation of employee motivation. For this purpose, data were collected through a five-point Likert scale measurement survey questionnaire from a sample of 108 employees of ABC company, a leading organization in the export apparel industry in Sri Lanka. The correlation coefficient and Sobel test were applied to identify the relationships and mediating effects between variables. The findings reveal a positive relationship between high-performance work practices and job satisfaction and moreover that positive relationship is partially mediated by employee motivation. The research contributes to the literature by providing a differentiated insight into the relationship between HPWPs and job satisfaction. Theoretical & managerial implications along with limitations and recommendations for future research have also been discussed in this paper.
... Most of the research is designed to examine the empowerment of employees, its dimensions, and its significance for the organisation [4,[7][8][9][10]. The peculiarities of the organisation of remote work [11] and its impact on the work-life balance of employees [12] are also examined, as well as the impact of remote work on employee motivation and job satisfaction [13], but there is a lack of research on the challenges involved in empowering remotely working employees and on measures to increase employee empowerment. The study contributes to the literature search for effective forms and assumptions of employee empowerment in the context of remote work. ...
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This paper analyses the empowerment of remotely working employees in the case of Lithuanian companies. Research methods were scientific literature review and a quantitative method of questionnaire survey. It revealed that an employee is psychologically empowered when working remotely when they feel the meaning, enthusiasm, and competency related to the job, while structural empowerment manifests itself as the opportunities, information, resources, and support that exist in the organization and are available to the employee. The manifestation of remote work empowerment is sufficient in all groups of both psychological and structural empowerment dimensions. The results for the fully and hybrid remotely working employees’ empowerment differed little. The study found that all the dimensions of remote work are interlinked, so that only when they are sufficiently fulfilled in corpore, could a higher manifestation of employee empowerment be achieved.
... Motivation has a significant role in many of the health workforce's challenges, as employee performance and motivation are preconditions for organizational success. To increase employees' motivation for vision and mission, each organization should raise staff living standards and provide a pleasant and performance-friendly organizational climate [52][53][54]. ...
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Healthcare managers consider the rewards and performances of employees as central elements of their activities due to the challenges caused by the phenomenon of healthcare employees’ emigrating to higher-income countries, which has reduced patient satisfaction and led to a negative image of hospitals. In this context, this paper analyzes how employee rewards influence the employees’ self-perceived performances in the hospital units of the emergency medical system in Romania. Using structural equation modeling, we analyzed the relationships between the investigated variables, showing that financial motivation and the recognition of employees’ merits are central to employees’ self-perceived performances. Ensuring equity also has a positive impact on how the reward package is established and managed. While financial rewards are the most important incentives to increase efforts to exhibit higher performances, recognition has a long-term motivational effect.
... The research outcomes prove that there is a positive relationship between Flexible work options and job satisfaction also a positive relationship between flexible work options and employee motivation. This supports the finding of the previous researches Ahmad & Idris (2013), Raziq & Maulabakhsh (2015), Nanjundeswaraswamy (2019) and Lopez & Legaz (2016). Though both the H1b and H2b hypotheses are accepted, the resulted moderate correlation and the fairly low R squared value for the relationships between flexible work optionsjob satisfaction and flexible work optionsemployee motivation, insisted the researcher to have informal casual interviews with few of the current and ex employees of the particular organization regarding the practice of flexible work options. ...
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Abstract: Research talks about the gamification of the management of human capital. Gamification is not about an immersive environment being digitally recreated; it is about using game components and mechanics to help a company achieve employee engagement and other organizational goals. It is about developing HR and other processes that use best practice ideas from a variety of fields, especially fun and motivation. In addition, the increased pressure on HR to add value to the use of gamification in HR may also provide one way for organizations to quantify their contribution. HR gamification is about being business-oriented, gearing practices towards the achievement of goals and objectives of both players and businesses. With gamification, you inspire individuals to do more than you want them to do and get better at it as well. There are several ways in which game principles in HR can be used. For instance, in HR, gamification can be used to attract, induce, train (learn) and create, engage and retain staff. The possibilities for gamification to be applied to HR extend well beyond those we list here. As well as HR practitioners understanding gamification to actively build gamification strategies themselves, it will also be necessary for these professionals to establish such an understanding to allow them to manage others including external agencies) who on their behalf create and operate gamification platforms. Keywords: Gamification, Human Resource Management
... Over a period of time, flexibility at the workplace has become a favoured range of research interest and a significant body of studies has been carried out to explore its relationship with workers' motivation and work satisfaction. This is supported by a study conducted by Ahmad, Idris, and Hashim (2013) which investigated the relationship between flexible working hours and employees' motivation. The researchers employed the use of quantitative study, specifically questionnaires, as the research instrument. ...
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Many sectors are implementing work from home policy as it is one of the effective ways to avoid physical contact among workers and to control the spread of COVID-19. Amidst the stressful pandemic, working from home poses a different kind of stress among both the employers and employees. Numerous studies have found positive and negative consequences of working from home. With or without the pandemic, working from home has become a new way to work. Some industries cannot function well with their employees working from home. Many are finding ways to make work from home a success. This study explores work from home motivation among 53 employees of different industries. The instrument used is a survey. The survey has 4 sections. Section A has 4 items on demographic profile. Section B has 10 items about availability via flexibility. Section C has 10 items on safety through work-life balance and section D has 10 items on meaningfulness through work performance. Findings reveal interesting motivational influence for employees who work from home.
... First, the flexibilization of working arrangements brings greater employees' autonomy, whichin turnenhances the individual job motivation (ter Hoeven and van Zoonen, 2015). Increased job motivation triggered by teleworking paves the way for job satisfaction, which entails employees' positive perceptions about their ability to effectively handle overlapping work and life concerns (Ahmad et al., 2013). Second, WLB is a challenging and unstable achievement that does not solely rely on working conditions' flexibilization. ...
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... Further, allows the employees to balance their responsibilities and family issues at home. The flexible working hours plan permit employees to concentrate on multiple roles in at present cutthroat working environments [42]. ...
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Introduction (This book is in Malay language): This is the 2nd edition of the first book of a five book series entitled “Research Methods and Statistics”. Research Methods is a practical guide that covers all aspects of research methodology. It is a useful teaching and learning tool for courses related to research at both undergraduate and postgraduate levels. This book can also be used as a reference by researchers when they are conducting and reporting their research. Concepts are explained in detail with examples to enable readers to carry out confidently each stage of the research process. Exercises are provided at the end of each chapter to help readers reinforce their understanding of the topics covered in the chapter. (Number of pages: 346) Content: Chapter 1: Introduction to Research, Chapter 2: Research Ethics, Chapter 3: Literature Review, Chapter 4: Research Design, Chapter 5: Experimental Study, Chapter 6: Quasi-experimental Study, Chapter 7: Survey Study, Chapter 8: Field Study, Chapter 9: Case Study, Chapter 10: Action Study, Chapter 11: Historical Study, Chapter 12: Probability Sampling Procedures, Chapter 13: Non-probability Sampling Procedures, Chapter 14: Measurement in Research, Chapter 15: Index, Scales and Specific Measurement Procedures, Chapter 16: Pilot Study, Chapter 17: Research Instrumentation, Chapter 18: Format of Writing Research Report.
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The authors examined the relation between the availability of 2 popular types of flexible work arrangements (i.e., flextime and compressed workweek) and work-to-family enrichment and, in turn, the relation between work-to-family enrichment and (a) job satisfaction and (b) turnover intentions. In a sample of 220 employed working adults, hierarchical regression analyses showed that work-to-family enrichment mediated the relation between flexible work arrangements and both job satisfaction and turnover intentions, even after controlling for gender, age, marital status, education, number of children, and hours worked. Thus, the availability of flexible work arrangements such as flextime and compressed workweek seems to help employees experience greater enrichment from work to home, which, in turn, is associated with higher job satisfaction and lower turnover intentions. The authors discuss the implications for research and practice.
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This paper examines flexible wo rking in the workplace using case studies from four different European companies, in three countries. This detailed evidence shows that while flexibility is a major challenge to managements, trade unions and employees, the results are more acceptable to these groups when certain practices are followed. These include its introduction and maintenance through the careful provision of information and consultation with workers, and dealing with flexibility as a process rather than as a one-off cost-cutting exercise. Identifies the implications of this work for managements, trade unions and employees.
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Purpose The purpose of this paper is to, first, explore flexible working as an important but under‐researched dimension of equality and diversity (E&D) and, second, contribute to employment relations debates by exploring organisational perspectives on flexible working and how these connect with business strategies and the regulatory context. Design/methodology/approach In depth semi‐structured interviews were conducted with 12 E&D managers in ten public and private sector organisations. Interviews explored the role of E&D managers in the construction of flexible working arrangements (FWAs) and drivers underpinning them. Findings Flexible working was most evident as a significant field of E&D practice where E&D was linked into business strategy and was well resourced. The key roles of E&D managers in relation to FWAs were policy innovation and monitoring. Four organisational rationales for FWAs were identified from the data. These were FWA constructed as: an individual employee benefit; a means of improving operational effectiveness; an integral part of organisational strategy; and as a means of addressing structural social inequalities. Research limitations/implications While the sample is small, the research is of value to both researchers and policy makers, offering insights on an under‐researched area of E&D policy and practice. Practical implications This paper outlines different rationales for flexible working and shows how some organisation are able to develop flexible working policies that are more equitable and effective than other organisations. Originality/value The originality lies in the use of E&D managers as informants of organisational approaches to FWAs, which to date has been under‐researched in terms of its connection with E&D policy and practice.
Wanita Berhenti Bekerja Kerja Lebih Banyak Hadapi Kesukaran
  • Utusan Malaysia
Utusan Malaysia. (2007). Wanita Berhenti Bekerja Kerja Lebih Banyak Hadapi Kesukaran. September 12. p 19.
Balancing Work and Flexible Working: Employer Benefit from Flexible Working
  • H Smith
Smith, H. (1993). Balancing Work and Flexible Working: Employer Benefit from Flexible Working. Department of Social and Family Affair.