Organisational approaches to flexible working: Perspectives of equality and diversity managers in the UK

摘要

Purpose – The purpose of this paper is to, first, explore flexible working as an important but under-researched dimension of equality and diversity (E&D) and, second, contribute to employment relations debates by exploring organisational perspectives on flexible working and how these connect with business strategies and the regulatory context. Design/methodology/approach – In depth semi-structured interviews were conducted with 12 E&D managers in ten public and private sector organisations. Interviews explored the role of E&D managers in the construction of flexible working arrangements (FWAs) and drivers underpinning them. Findings – Flexible working was most evident as a significant field of E&D practice where E&D was linked into business strategy and was well resourced. The key roles of E&D managers in relation to FWAs were policy innovation and monitoring. Four organisational rationales for FWAs were identified from the data. These were FWA constructed as: an individual employee benefit; a means of improving operational effectiveness; an integral part of organisational strategy; and as a means of addressing structural social inequalities. Research limitations/implications – While the sample is small, the research is of value to both researchers and policy makers, offering insights on an under-researched area of E&D policy and practice. Practical implications – This paper outlines different rationales for flexible working and shows how some organisation are able to develop flexible working policies that are more equitable and effective than other organisations. Originality/value – The originality lies in the use of E&D managers as informants of organisational approaches to FWAs, which to date has been under-researched in terms of its connection with E&D policy and practice.