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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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... Flexible working hours has a signi icant effect on employee's performance and productivity in several studies (Abid & Barech, 2017;Hashim, Ullah, & Khan, 2017;Lahti et al., 2017;Mungania, Waiganjo, Kihoro, et al., 2016). A study was conducted by Ahmad, Idris, and Hashim (2013) found that lexible working hours has a signi icant effect on the performance of the executive. However, the authors cautioned that the perception of the lexibility of working hours is subjective to the level of employment. ...
... The study examined the EP of governmental employees in public organizations which has a structure and system that is rigged compared with a private organization. In addition, the study of Ahmad et al. (2013) found that lexible working hours is important for employees at the executive level while the importance reduced for middle management and operational management. The majority of respondents in this study are sub-ordinate who conduct a typical work and lexibility might not be the main driver of their happiness with work. ...
... This inding contradicts with the indings of previous studies. The majority of previous studies showed that the workload has a signi icant effect on EP (Ahmad et al., 2013;Kayali et al., 2016aKayali et al., , 2016b. Nevertheless, taking into account that nature of this study and the fact that this study investigates public servant who performs duties that can have an impact on the society, the high workload might be interpreted by governmental employees as a sense of importance. ...
... 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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Purpose: Literature is not consistent in discussing the implications of teleworking on work-life balance. Even though teleworking may enhance work arrangements' flexibility, it blurs boundaries between life and work, endangering the individual work-life balance. The article aims to illuminate this issue, moving forward our understanding of teleworking’s implications using the Social Exchange Theory framework. Design/methodology/approach: Secondary data were collected from Eurofound’s sixth European Working Condition Survey. A large sample of Europeans (n= 16,473) was involved in this study. We designed a serial mediation analysis to investigate the direct and indirect effects produced by teleworking on work-life-balance. We included employees’ job motivation and job satisfaction as intervening variables that mediate the relationship between teleworking and work-life balance. Findings: We found teleworking to negatively affect work-life balance, putting under stress the teleworkers’ ability to handle the interplay between work and life. However, the serial mediation analysis pointed out that teleworking triggers an improvement of job motivation, which, in turn, boosts job satisfaction. Increased job motivation and job satisfaction nurture positive employees’ perception of work-life balance. Research limitation/implications: The study results invite us to pay attention to the complex interplay between teleworking and work-life balance, emphasizing the mediating role of job motivation and job satisfaction. As a flexible work arrangement, teleworking may increase the employees’ sense of control over their work, which leads to better perceived work-life balance. However, confounding the boundaries between work and daily life, it may nourish work-to-life and life-to-work conflicts. Originality: The article advances what we currently know about teleworking’s implications on work-life balance, envisioning avenues for further conceptual and empirical developments.
... 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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The achievement of a workplace entirely depends on the skill of managers that how to offer a motivating environment to its employees. The performance of a workplace entirely depends upon employee motivation which is a crucial element in creating an amicable environment for producing optimal performance. Employee motivation is highly responsible in stimulating workplace harmony, commitment and overall employee performance at the workplace. It is decisive in relating to long term benefits for the organization. Motivated employees signify staff retention and loyalty towards the workplace which in turn foster growth & development of business. In the competitive business environment, the biggest challenge for managers is to retain the employees and keep them motivated to perform satisfactorily at the workplace. Equally, it is important that the manager must be aware of the behavioural instinct of employees and of the factors of what possibly motivate them. Individuals can be motivated due to various factors like: leadership, rewards, incentives, etc. and other organizational constituents in which they perform the duties. Keeping in mind these views, the study primarily focuses upon the effects of motivational factors on employees’ performance. Subsequently, the study highlights the connection among employee motivation along with performance.
... Meanwhile, there will be an engagement between the management and the employees that will lead to leadership consistency in the working environment. Furthermore, a study by Ahmad, Idris and Hashim (2013) states that the inflexibility of working hours in an organization can give a huge impact on employee productivity. This is because inflexibility of work hours is able to change the physical and mental health of an individual indirectly which will negative ly affect the employee's productivity at the end of the day. ...
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This study investigates the effect of employee productivity among employees in Private Higher Educational Institutions, in Malaysia. The independent variables are job motivation, supervisor support, financial rewards and working hours on employee productivity. 198 employees from 10 different private higher educational institutions have responded to the questionnaire of this study. Based on the results, it shows there is a direct and significant relationship between job motivatio n and working hours on employee productivity and vice versa towards financial rewards and working hours. The study implies that employee productivity increase with high job motivatio n and flexible working hours. However, supervisor support and financial rewards are secondary compared to job motivation working hours in relation with employee productivity.
... Man and Ling (2014) stated that it does not change productivity, but another survey-based study by Lai (2011) and Garnero, Kampelmann, Rycx, and La (2014) showed that if overwork is restricted, it can help to increase wage rate as well as reduce the gender wage gap (Landivar, 2015). Moreover, flexible working hours could be beneficial to the quality of people's lives' at the same time (Abid & Barech, 2017;Ahmad, Idris, & Hashim, 2013). ...
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... Overall , working hours with employee job satisfaction. The findings of this study are also supported by the research conducted by Ahmad et al. (2013) related to flexible working hours and job satisfaction who found that flexible working hours help to achieve a balance between job and family responsibilities at home among working women, especially for working mothers. Flexible working hours leads to more job satisfaction among employees as it increases employee wellbeing and help employees to fulfill their responsibilities outside of their work. ...
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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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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.