Index
Peter Woolliams
(Anglia Ruskin, Cambridge, UK)
Fons Trompenaars
(Trompenaars Hampden-Turner Consulting, The Netherlands)
New Approaches to Flexible Working
ISBN: 978-1-83549-523-0, eISBN: 978-1-83549-520-9
Publication date: 10 June 2024
This content is currently only available as a PDF
Citation
Woolliams, P. and Trompenaars, F. (2024), "Index", New Approaches to Flexible Working, Emerald Publishing Limited, Leeds, pp. 99-103. https://doi.org/10.1108/978-1-83549-520-920241031
Publisher
:Emerald Publishing Limited
Copyright © 2024 Peter Woolliams and Fons Trompenaars
INDEX
Access to resources
, 74
Achievement (what you achieve)–ascription (who you are) dimension
, 92–94
Achievement motivation theory
, 27
Activity-based working
, 16
Adaptability
, 59
African countries, flexible working in
, 68–69
Annualised hours
, 50
Australia, flexible working in
, 69
Autonomy
, 46
Better Ways of Working (BWOW)
, 15–16
Border theory
, 78
Born digital
, 21
‘Bossware’
, 56
Burnout
, 29
Career progression
, 45
China, flexible working in
, 66–67
Coal miners
, 8
Collaborative work
, 74
Collateral changes
, 51–52
Commercial organisations
, 36
Communications
, 37
skills
, 59
styles
, 63
tools
, 57
Company culture
, 74
Compatibility issues
, 54
Competing demands
, 79–82, 100
Compressed workweek
, 49
Conflict model
, 78
Construction workers
, 61
Control, lack of
, 54
Corporate culture
, 17
Corporations
, 6
Correlation statistics, limitations of
, 71–72
Corridor effect
, 29–30
Corridor effect
, 45
Covid-19
, 1
lockdowns
, 37
pandemic
, 8, 48, 67
Cultural differences
, 63
country trends
, 69–70
days working at home/in office
, 64–66
general impact of culture
, 63–64
Culture, general impact of
, 63–64
Data privacy concerns
, 54
Days working at home/in office
, 64–66
Development mode
, 7
Diagnostic questionnaires
, 16
Dictums
, 2
Diligence
, 59–60
Disrupted sleep patterns
, 13
Diversification of freelance work
, 48
Diversity
, 20–21
‘Do’s and Don’ts’ model
, 76–77
Early research
, 16
partnership with Vodafone UK
, 15–17
Emergency responders
, 61
Employees
, 1
burnout
, 13
monitoring software
, 57
new generations of
, 19–20
well-being
, 45
Employers
, 1, 73
Employment Relations (Flexible Working) Bill 2022
, 73
Entrepreneurial spirit
, 21
Environmental consciousness
, 21
European Union (EU)
, 48
Evidence-led framework
, 1–2
Face-to-face meetings
, 2
Fair Work Act 2009
, 69
Feedback
comments
, 39–40
profiles
, 38
Financial opportunities
, 46
Fiverr
, 48–49
Flexibility
, 20, 28, 46
Flexible benefits and policies
, 100
Flexible hours
, 49
Flexible working
, 14, 31–32, 45
advantages of working from home
, 41–42
app
, 35
arrangements
, 15, 45
competing demands
, 79–82
database
, 38
diligence
, 59–60
disadvantages of working from home
, 42
example recommendations
, 41
feedback comments
, 39–40
four-dimensional model
, 35–37
gap in knowledge
, 73–74
higher rates
, 71
historical trends
, 11–13
integration model
, 78–79
jobs
, 61–62
keystroke activity
, 57–58
lower rates
, 70–71
national differences
, 66–69
new body of knowledge required
, 76–77
people in employment with flexible working patterns
, 12
personality types
, 58–59
shift work
, 13–14
software to monitor
, 56–57
staff to return to office
, 75–76
through-through thinking
, 82–83
vigilance decrement
, 60–61
work-life balance
, 77–78
Flexitime
, 49
Formal norms
, 19
Four-dimensional model
, 35–37
Freelance working
, 48–49
Freelancer.com
, 48–49
Future ways of working
, 99–100
Generation Z
, 21
members
, 22
resigned from job
, 23–25
Generational values
, 21–23
Gulf Cooperation Council (GCC)
, 67
flexible working in
, 67–68
Hawthorne Effect
, 11
Hawthorne Works
, 11
Health insurance
, 48
Health problems, increased risk of
, 13
Health-care professionals
, 61
Hotel and restaurants/catering hospitality
, 61
House of Commons
, 1
Human Relations School
, 11
Hybrid work arrangements
, 99
Ideal working practice
, 35
Inclusion
, 20
Independence
, 46, 59
Individual–group dimension
, 86–87
Individualism
, 87
Individuality
, 21
Informal norms
, 19
Information technology (IT)
, 37, 53, 83, 91
acceleration of IT developments
, 53–54
remote video meetings
, 55–56
Institute of Economic Research (IFO)
, 64
Instrumental model
, 78
Integration model
, 78–79
Interactive App
, 35
Internal (take control)–external (go with the flow) dimension
, 96–97
Jobs
, 61–62
characteristics
, 27
demands–control model
, 27
enlargement
, 12
enrichment
, 12
holder
, 7–8
job-hiring environment
, 20
life cycle
, 7–8
loss or dissatisfaction
, 47
promotion rates
, 45
rotation
, 12
satisfaction
, 12, 29, 45
sharing
, 50
Key jangling
, 58
Keystroke activity
, 57–58
Legal and regulatory frameworks
, 63
Local Government Association (LGA)
, 2
Lyft
, 47
Management style
, 74
Manufacturing and production workers
, 61
Maslow’s hierarchy of needs
, 8
Mechanical diggers
, 9
Mental health
, 20
Meta-level dilemmas
, 85
achievement (what you achieve)–ascription (who you are) dimension
, 92–94
individual–group dimension
, 86–87
internal (take control)–external (go with the flow) dimension
, 96–97
neutral (emotions concealed)–affective (emotions displayed) dimension
, 90–92
specific (low involvement)–diffuse (high involvement) dimension
, 88–90
time orientation
, 95
universalism (rules)–particularism dimension
, 85–86
Mobile working
, 50
Modern-day shift work
, 13
Motivation–hygiene theory
, 12
National Employment Standards
, 69
Neutral (emotions concealed)–affective (emotions displayed) dimension
, 90–92
New generations of employees
, 19–20
Non-governmental organisations (NGOs)
, 83
Norms
, 19
Northern Rock
, 36
Office technology
, 6
Online platforms
, 48–49
Organisations
, 29
Overworking
, 28
Paperless office
, 6
Particularist societies
, 86
Passion
, 46
Perception
, 74
Performance mode
, 7
Personal growth
, 20
Personality types
, 58–59
PO model
, 76
Popularity
, 48
Positive behaviour
, 28
Pre-Covid-19
, 12
Presenteeism
, 28–29
Presenteeism
, 45
Productivity gain
, 11
Professional growth
, 20
Project management software
, 57
Purpose-driven work
, 20
Quality of life (QOL)
, 31
Quality Time
, 79
Questionnaires
, 16
Reconciliation
, 89
Remote communication
, 63
Remote meetings
, 2
Remote video meetings
, 55–56
Remote work
, 49
Repair and maintenance costs
, 54
Result-based performance management
, 16
Retail workers
, 61
Retirement benefits
, 48
Retirement mode
, 7
Russia, flexible working in
, 67
Safety risks
, 13
Scientific Management
, 11
Security concerns
, 74
Security risks
, 54
Segmentation model
, 78
Self-actualisation
, 8
Self-care, prioritising
, 28
Self-employment
, 46
issues of flexible working
, 46–48
rates
, 47–48
US trends
, 47
Self-motivation
, 58
Self-promotion
, 49
Setting boundaries
, 27
Setting goals
, 28
Shift swapping
, 50
Shift work
, 13–14
Social isolation
, 13
Socio-technical effect
, 8–9
Space
, 35
Specific (low involvement)–diffuse (high involvement) dimension
, 88–90
Spillover model
, 78
Staff
, 35
Surgical procedures
, 51
Taylorism
, 11
Technology
, 20, 35, 59
technology-enabled collaboration
, 15
Telechirics
, 50–51
Telecommuting
, (see Working from home (WFH))
Through-through thinking
, 82–83
Time management
, 59
Time orientation
, 95
Time tracking software
, 57
Triangulation
, 30
Trompenaars’ seven-dimensional model
, 64
Uber
, 47
UK Bank
, 43n2
UK local councils
, 1
Universalism (rules)–particularism dimension
, 85–86
Upwork
, 48–49
US Bureau of Labor Statistics (BLS)
, 47
US Resume Builder
, 22–23
Values
, 19
systems
, 21
Video meetings
, 56
Vigilance decrement
, 13, 60–61
Virtual collaboration tools
, 99
Virtual private networks (VPNs)
, 53, 93
Vodafone
, 35
partnership with
, 15–17
Well-being
, 20, 99
Work
culture
, 63
first impressions
, 5–6
job life cycle
, 7–8
socio-technical effect
, 8–9
Work-life balance
, 20, 27, 45, 63, 71, 77–78
contrasting responses
, 31–32
corridor effect
, 29–30
lack of
, 13
movement
, 27–28
presenteeism
, 28–29
respondents
, 30–33
Workers
, 11
Workforce
generation Z
, 23–25
generational values
, 21–23
generations in workplace
, 21
management technology
, 58
new generations of employees
, 19–20
Working app, ways of
, 35
Working from home (WFH)
, 31, 49–50
advantages
, 41–42
disadvantages
, 42
Workload
, 28
Workplaces
, 7, 63
- Prelims
- 1. The Need for an Evidence-led Framework
- 2. Changes in How We View Work
- 3. History of Flexible Working
- 4. Our Early Research
- 5. Changing Values of the Workforce Including Younger Generations
- 6. Work-life Balance
- 7. Our Early Flexible Working App
- 8. Review of Key Issues in Practice
- 9. Information Technology and Flexible Working
- 10. Cultural Differences
- 11. New Approaches to Flexible Working
- 12. The Meta-Level Dilemmas of Flexible Working
- 13. Conclusions – Future Ways of Working
- Appendix: Test Yourself (Or Your Organisation) with Our Online App
- Index