ORGANIZATIONAL BEHAVIOR

Flextime Employee Commitment, Engagement and Job Satisfaction

ABSTRACT

This study is based on quantitative research. The purpose of the the study was to analyse how flexible timing effect the employee commitment and job satisfaction. the findings indicate that flexible workers had higher levels of organizational commitment, demonstrated by their pride in being part of the organization and their personal contribution to organizational success and job satisfaction were higher for flexible workers than non-flexible workers. A sample of 40 workers of JP Morgan Chase were analysed for the study

Table of Contents

Table of Contents3

INTRODUCTION4

Background of the Problem5

Research questions7

Purpose of the Study8

THEORITICAL FRAMWORK9

Definition of Terms9

Commitment:9

Employee engagement:10

Job Satisfaction:10

Successful implementation of flexible working11

Benefits of flexible working in action12

Maintaining an Engaged and Committed Workforce15

METHODOLOGY16

Participants and sample16

Procedure16

Measures17

Organizational commitment and job satisfaction17

Statistical Technique17

RESULTS AND FINDING18

Flexitime and commitment18

Flexitime and job satisfaction18

Flexitime and Engagement19

CONCLUSION20

REFERENCES23

APPENDIX…………………………………………………………………………………………………………………………………………… 24

Questionnaire…………………………………………………………………………………………………………………………………… 24

INTRODUCTION

In the past few years there has been growing interest from employers in flexible working and an increasing number have introduced a range of flexible working options for their employees (Kersley et al., 2005). Flexible working options offer employees a degree of choice over when, where and how much they work. Typically options might include flexi-time, remote working (usually from home), reduced hours or compressed working time. Flexible working is often part of a package that forms the work-life policy within an organization. For many employers the motivation for introducing flexible working has been to improve their attractiveness in the labor market and to help them recruit and retain high quality staff (Croucher and Kelliher, 2005). However, based on the results of a recent study, we argue here that flexible working can bring about other benefits for employers, particularly in relation to employee engagement.

Employee engagement has also been an area of growing interest in recent years. This interest has grown as employers recognize the importance of the way employees feel about the company they work for, and how much they identify with the culture in the shape of the organization's goals, objectives and values. A recent report published by the Chartered Institute for Personnel and Development (Truss et al. , 2006) described employee engagement as a "passion for work" and engaged employees as feeling positive about their jobs and being prepared to go the extra mile to make sure that they do their jobs to the best of their ability. Employee engagement tends to be an indicator of firm performance (Trahant, 2007) and has been found to relate to other factors such as job involvement (Brown, 1996), job satisfaction and organizational commitment (Schaufeli and Bakker, 2004).

A number of studies have examined the "business case" for the use of flexible working. Benefits such as lower overhead costs from reduced office space requirements (Thomson, 2008), improvements in quality performance (Dex et al., 2001) and greater operational and numerical flexibility (Branine, 2003) have been identified. However, there has been little specific examination of the impact on employee engagement. A key tenet of flexible working is employee choice, which can be a contributory factor in increased employee ...