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A flexible work arrangement (FWA) empowers an employee to choose what time they begin to work, where to work, and when they will stop work. [1] The idea is to help manage work-life balance and benefits of FWA can include reduced employee stress and increased overall job satisfaction. [ 1 ]
An alternative motivation theory to Maslow's hierarchy of needs is the motivator-hygiene (Herzberg's) theory. While Maslow's hierarchy implies the addition or removal of the same need stimuli will enhance or detract from the employee's satisfaction, Herzberg's findings indicate that factors garnering job satisfaction are separate from factors leading to poor job satisfaction and employee turnover.
Download as PDF; Printable version; In other projects ... move to sidebar hide. Flexible working may refer to: Flextime or ... part-time work; The United Kingdom's ...
Work and family studies historically focus on studying the conflict between different roles that individuals have in their society, specifically their roles at work, and their roles as a family member. [6] Work–family conflict is defined as interrole conflict where the participation in one role interfere with the participation in another ...
Flextime, also spelled flex-time or flexitime (), is a flexible hours schedule that allows workers to alter their workday and adjust their start and finish times. [1] In contrast to traditional [2] work arrangements that require employees to work a standard 9 a.m. to 5 p.m. day, Flextime typically involves a "core" period of the day during which employees are required to be at work (e.g ...
The idea was that by maintaining the current weekly pay while lowering working hours, a fairer rate of pay would result. The slogan, "Whether you work by the piece or work by the day, decreasing the hours increases the pay," seemed to carry the mood of the day. [2] The early twentieth century laid the groundwork for the idea of work–life ...
Employee motivation is an intrinsic and internal drive to put forth the necessary effort and action towards work-related activities. It has been broadly defined as the "psychological forces that determine the direction of a person's behavior in an organisation, a person's level of effort and a person's level of persistence". [1]
Job embeddedness was first introduced by Mitchell and colleagues [1] in an effort to improve traditional employee turnover models. According to these models, factors such as job satisfaction and organizational commitment and the individual's perception of job alternatives together predict an employee's intent to leave and subsequently, turnover (e.g., [4] [5] [6] [7]).