AsiaAir has a very diverse workforce that is made up of flight attendants, pilots, maintenance workers, baggage handlers, cleaners, office workers and the call center operators. All the groups of the employees at AirAsia that is a low cost carrier in the South East Asia region all want flexible work and leave arrangements so that they can be able to properly manage their work-life balance. The firm is thus faced with two main questions or dilemmas. First, the firm is faced with the hard question of the need to be able to retain the highly skilled employees. Secondly, the firm must be able to carefully manage the costs that are incurred so that the management of the costs that is very critical for the competitive success of the organization can be maintained (Ronen, 1981). The essay will provide the specific proposals for flexible work for the pilots, call center operators and the maintenance workers as the three groups that will be contained in the proposal paper which will be developed for the boss. Some rough cost benefit calculations will be provided so that the values of the proposed flexible work and flexible leave arrangements to the firm can be shown.
Flexible work include the arrangements that include the scheduling of the hours that are actually worked by the different employees for instance the use of alternative work schedules for the employees of the firm. The element of the flexible work can also be seen in the amount of the hours that are actually worked for instance through the use of such arrangements such as break schedules or the use of shifts (Ronen, 1981).
[...] However, there are also some costs that will be incurred in the homeworking arrangement especially if it is implemented by the airline. Some of the employees who are working under the homeworking arrangement will be of the view that they overwork i.e. by putting too many hours into the work undertaking especially the fact that the employees will be most likely to be able to skip lunches and even find it hard to switch off (Stredwick, & Ellis, 2005). Also, there may be feelings of isolation and stress amongst the different employees of the firm due to the fact that they do not come into contact with their different colleagues. [...]
[...] The job sharing between the pilots of the airline will be undertaken through the use of split hours. There are a number of benefits that will accrue to the pilots who are involved in the undertaking of the work through the use of spilt hours. The efficiency will be enhanced in the firm by ensuring that the demand for the airline services can be met as the fatigue will not be able to set in. PBL: flexible work References Giannikis, S. K., & Mihail, D. [...]
[...] M. (2011). Flexible work arrangements in Greece: a study of employee perceptions. International Journal Of Human Resource Management, 417-432 Greenberg, D., & Landry, E. M. (2011). Negotiating a flexible work arrangement: How women navigate the influence of power and organizational context. Journal Of Organizational Behavior, 1163-1188 Hayman, J. R. [...]
[...] (2009). Flexible work arrangements: exploring the linkages between perceived usability of flexible work schedules and work/life balance. Community, Work & Family, 327-338 Leslie, L. M., Tae-Youn, P., Si Anh, M., & Flaherty Manchester, C. (2012). Flexible Work Practices: A Source of Career Premiums or Penalties?. Academy of Management Journal, 1407-1428 Peper, B., Doorne-Huiskes, J., & Dulk, L. (2005). Flexible working and organisational change: The integration of work and personal life. [...]
[...] Secondly, there is the benefit associated with the proper management of the job as well as the home thus leading to the increased levels of the motivation of the different employees of the firm who are involved in the homeworking. Since the employee is in the home, they will not be increasingly worried about the welfare of their children as well as the different activities that they require to do in the home as they will be there to personally monitor such activities (Stredwick & Ellis, 1998). Benefits that can accrue to AsiaAir can reach up to $10,000 per employee per annum. [...]
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