Perhaps, we hypothesized, it matters in which direction an employee shifts hours. We looked at another possible explanation for why some flextime-using employees and not others would experience negative career outcomes. make the case that depending on what the manager attributes the flextime use to, the employee may be either rewarded or penalized. Their research explored a potential reason for the widely varying outcomes: managers might look upon flextime favorably when they perceive a worker is using it to achieve higher productivity, and unfavorably when they perceive it being used to accommodate personal-life demands. As noted in a recent paper by Lisa Leslie and colleagues, the evidence is mixed. Yet the question lingers of whether employees who take advantage of flexible work policies incur career penalties for doing so. Research shows that in general, flexible work practices lead to increased productivity, higher job satisfaction, and decreased turnover intentions. And because employees love the programs, companies have learned to love them, too. But within those constraints, workers can schedule their office hours around the various other demands on their time, giving them greater control over their lives and allowing them to accomplish more. Yes, there are often boundaries within which a work day must begin and end, and at least some chunk of core hours that remain common across employees. At the “Big Four” auditing firm KPMG, some 70 percent of employees work flexible hours.Įmployees love these programs because they help them avoid compromises between home and at work. At Microsoft, many employees can choose when to start their day, as long as it’s between 9am and 11am. Google allows many employees to set their own hours. Flextime programs have never been more popular than they are today.
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