Strategies such as flexible working arrangements are crucial to improve the work life balance. Fielden et al. (2001) stated that access to flexible working arrangements and childcare would provide an opportunity for women to keep up with their male counterparts. The Work and Family Act 2006 provides the right to request the flexible working hours by parents with young children up to the age of 16. However, those strategies such as part time or flexible working are regarded as counterproductive by some parents due as it may suggest they are less committed to their careers. Also the flexible working arrangements are not seen as some employers as feasible due to the tight contract deadlines demanded by clients. Fieldedn et al. (2001) agreed that
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the irony is that it is not essentially a deskbound occupation and is very suited to the flexible working.’ (RICS, 2003, cited in Gosal, 2003, p.39).
The key challenge in many organisation seems to be the lack of support to the policies on flexible working by the employers. It is known that supervising a flexible workforce can be challenging; the managers are trapped between having to deliver a good service to clients and assisting employee’s flexibility requirements. Certain managerial competences such as communication, setting clear perforce criteria, coaching, willingness to change and role models require to manage a flexible workforce.
Recent research, Diversity in Construction (EquateScotland, 2015), highlights that women in the project management role feel pressure to manage a large number of site workers and deliver jobs within the time and the budget. This pressure makes them difficult to consider accessing the family friendly flexible working practices, some also could not envisage being able to take time off to start the family and remain in the current role. The Human Resources departments and diversity consultants also failed to make employees aware of the existence of such policies and challenge the managers who are unwilling to implement a flexible …show more content…
Rather than a direction to support employees and improve their working life, the flexible arrangements were introduced to recruit women due to the labour shortage. Only lately has the focus has moved to employee wellbeing as companies have realised the high costs of women employee’s burnout, absence and withdrawal. Until the profession begins to recognise that the introduction of flexible working practice prove beneficial for both employees and the employer, increasing the ration of women will be difficult. In 1981, the Equal Opportunities Commission stated that: “providing great flexibility in working hours is perhaps that most important measure which could bring about an improvement in women’s opportunities.” (Nevill et al., 1990, cited in Gosal, 2003, p.
the irony is that it is not essentially a deskbound occupation and is very suited to the flexible working.’ (RICS, 2003, cited in Gosal, 2003, p.39).
The key challenge in many organisation seems to be the lack of support to the policies on flexible working by the employers. It is known that supervising a flexible workforce can be challenging; the managers are trapped between having to deliver a good service to clients and assisting employee’s flexibility requirements. Certain managerial competences such as communication, setting clear perforce criteria, coaching, willingness to change and role models require to manage a flexible workforce.
Recent research, Diversity in Construction (EquateScotland, 2015), highlights that women in the project management role feel pressure to manage a large number of site workers and deliver jobs within the time and the budget. This pressure makes them difficult to consider accessing the family friendly flexible working practices, some also could not envisage being able to take time off to start the family and remain in the current role. The Human Resources departments and diversity consultants also failed to make employees aware of the existence of such policies and challenge the managers who are unwilling to implement a flexible …show more content…
Rather than a direction to support employees and improve their working life, the flexible arrangements were introduced to recruit women due to the labour shortage. Only lately has the focus has moved to employee wellbeing as companies have realised the high costs of women employee’s burnout, absence and withdrawal. Until the profession begins to recognise that the introduction of flexible working practice prove beneficial for both employees and the employer, increasing the ration of women will be difficult. In 1981, the Equal Opportunities Commission stated that: “providing great flexibility in working hours is perhaps that most important measure which could bring about an improvement in women’s opportunities.” (Nevill et al., 1990, cited in Gosal, 2003, p.