This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Deery, S. J. Articles by Mahony, A. Search for Related Content Social Bookmarking                         What's this?

Temporal Flexibility: Management Strategies and Employee Preferences in the Retail Industry

Department of Management and Industrial Relations, University of Melbourne, Parkville, Vic. 3052

Andrea Mahony

Department of Management and Industrial Relations, University of Melbourne, Parkville, Vic. 3052

The introduction of more flexible working time arrangements has become an important managerial objective in Australia. This is particularly the case in the retail services sector where management has sought to obtain greater freedom to match staffing levels more closely to fluctuations in the volume of customer demand. Such arrangements may not, however, be in accordance with employee preferences. The aim of this paper is to examine the issue of temporal flexibility by looking at the employment policies of a large retailing firm as well as the attitudes of its employees to the introduction of flexible working hours. Contradictions are identified in the company's labour utilization strategy, which have attendant costs for both the employees and the organization.

Journal of Industrial Relations, Vol. 36, No. 3, 332-352 (1994)
DOI: 10.1177/002218569403600302


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				D. Lowry The casual management of casual work: Casual workers' perceptions of HRM practices in the highly casualised firm Asia Pacific Journal of Human Resources, January 1, 2001; 39(1): 42 - 62. [Abstract] [PDF]

				D. Buttigieg and J. Walsh How Do Women Fare in Internal Labour Markets? Evidence from the Australian and British Banking Industries Journal of Industrial Relations, January 1, 2000; 42(3): 345 - 363. [Abstract] [PDF]

				I. Campbell Casual Employment, Labour Regulation and Australian Trade Unions Journal of Industrial Relations, January 1, 1996; 38(4): 571 - 599. [Abstract] [PDF]

				M. Wooden Penalty Rates and Labour Supply Journal of Industrial Relations, January 1, 1995; 37(2): 297 - 301. [PDF]

				S. J. Deery and A. Mahony Penalty Rates and Labour Supply: A Reply Journal of Industrial Relations, January 1, 1995; 37(2): 302 - 305. [PDF]