Daniel Wheatley, Matthew R. Broome, Tony Dobbins, Benjamin Hopkins, Owen Powell
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引用次数: 0
Abstract
This article investigates the challenges of navigating the adoption of remote and hybrid working for large organizations with diverse functions. Focus groups with employees of the UK business of a multinational organization identify conceptual contributions to the sociology of work and employment and empirical findings in the context of the COVID-19 pandemic that inform future policy and practice. Location-based flexible working has a potential unintended ‘ripple’ effect wherein application of individual-level flexibility has wider-reaching consequences throughout the organization. Findings emphasize that organizations need to recognize and respond to new realities of location-based flexibility. Management must navigate potential ‘ripples’ in the development of flexible working policies and practice, shaped by various tensions, including an overarching autonomy–control paradox. This requires a coordinated approach centred on ‘inclusive flexibility’ and ‘responsible autonomy’ that involves moving away from one-size-fits-all strategies towards a tailored approach offering employees choice, agency and voice in decision-making, while accommodating different stakeholder needs.
期刊介绍:
Work, Employment and Society (WES) is a leading international peer reviewed journal of the British Sociological Association which publishes theoretically informed and original research on the sociology of work. Work, Employment and Society covers all aspects of work, employment and unemployment and their connections with wider social processes and social structures. The journal is sociologically orientated but welcomes contributions from other disciplines which addresses the issues in a way that informs less debated aspects of the journal"s remit, such as unpaid labour and the informal economy.