Compressed Workweeks - Strategies for Successful Implementation

Organizations of all types - government, nonprofit, and private - are moving toward alternative work schedules such as compressed workweeks. Other organizations are considering the move and are anxiously awaiting more information to determine if it is the right decision for their organization. In th...

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Bibliographic Details
Published in:Public personnel management 2012-09, Vol.41 (3), p.389-405
Main Authors: Arbon, Chyleen A., Facer, Rex L., Wadsworth, Lori L.
Format: Article
Language:English
Subjects:
Associations, institutions, etc
Company business management
Cost control
Decision making
Employee morale
Employees
Flexibility
Focus Groups
Government (Administrative Body)
Hours of labour
Human resource management
Human Resources
Job Analysis
Job satisfaction
Job Sharing
Management
Morale
Nonprofit organizations
Opening hours
Organizations
Political Issues
Postal & delivery services
Public Officials
Public transportation
Schedules
Security services
Stakeholders
Studies
Transportation
Work hours
Working hours
Workweeks
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Summary:Organizations of all types - government, nonprofit, and private - are moving toward alternative work schedules such as compressed workweeks. Other organizations are considering the move and are anxiously awaiting more information to determine if it is the right decision for their organization. In this paper, we present a framework for implementing compressed workweeks. This framework draws upon the latest relevant research to assist organizations in this critical decision making process. We suggest that organizations ought to consider five key issues when analyzing the decision to move to compressed workweeks: people, purpose, process, perceptions, and performance. While these categories may overlap in important ways, they can aid in careful and deliberate thinking.
ISSN:0091-0260
1945-7421
DOI:10.1177/009102601204100301