FLEXIBLE WORKING ARRANGEMENTS –
ARE THEY REALLY EFFECTIVE?
Table of Contents
Abstract………………………………………………………………………………………………………………………..……..……2
Introduction…………………………………………………………………………………………………………………....……..….3
Problem Structuring…………………………………………………………………………………………………………………….4
Causal Loop model…………………………………………………………………………………………………………….…...4
Behaviour Over Time (BOT) Plots………………………………………………………………………………….……..….5
Stakeholder Analysis……………………………………………………………………………………………..……..……..….6
Stakeholder map………………………………………………………………………………………………………..……..…6
Stakeholder chart……………………………………………………………………………………………………………..….7
Literature Review…………………………………………………………………………………………………………………..…..8
Research Objective……………………………………………………………………………………………………………..…….11
Research Questions……………………………………………………………………………………………………………………11
Methodology…………………………………………………………………………………………………………………………….11
Significance……………………………………………………………………………………………………………………….…….12
Limitation……………………………………………………………………………………………………………………….…..…..12
References…………………………………………………………………………………………………………………..……..……13
1 | P a g e
Abstract
This is a project proposal for business research on ‘Flexible working arrangements’. The
working environment is continuously changing and there is lot of focus on the flexibility to the
employees. The flexibility is in different forms, for example, time, place and decision-making.
There is variety of research in this context, however very few papers talk about the effectiveness
of this system. Work flexibility has shown to improve productivity, but it has ambiguous
opinions when it comes to employee satisfaction. This study aims to find out the effectiveness of
flexible work arrangements.
2 | P a g e
Introduction
Flexible work arrangement is defined as employer provided benefits that permit employees some
level of control over when and where they work outside of the standard workday. They have also
been called as work-life programs that increase an employee’s option for flexibility on the job or
allow alternate work schedules. It could be in terms of time, freedom to work from home (or any
other non-standard location), part-time job or just the decentralized power to take their own work
decisions. Many organizations are using this tool to retain the work-force, since many employees
prefer other organizations (at times with lower compensation) that provide flexibility to help
them achieve work-life balance. This is especially true for employees who have higher family
responsibility.
