A Note on the Effectiveness of Flextime as an Organizational Intervention

Abstract

It has been suggested that managers of organizations believe that the implementation of flextime can influence outcomes ranging from job satisfaction and morale to relations with co-workers and spouses. Specifically, managers assume that implementing flextime is a simple process and that productivity will be increased due to its implementation. The purpose of this paper is to propose that the advantages which are commonly associated with the implementation of a flextime system have not been found in research studies on flextime. It is proposed that if an organization decides to implement flextime, it should be done so with the realistic expectation that it will not magically cure existing problems not previously addressed by those who make decisions in the organization. In addition, the role of managers in flextime implementation is discussed: managers must assist with the employees' adjustment to a flextime schedule by administering programs such as realistic job previews and, at a minimum, they should seek an awareness of the potential positive and negative outcomes which may occur with the implementation of a flextime program.