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Improving Work-Life Fit in Hourly Jobs
The Center for WorkLife Law
p. 13 "Without flexibility, I wouldn't be able to work here.
If they needed me to be here until six, I couldn't because I'm a
single mother." Teacher at a child care center (Corporate Voices
n.d., p. 20)
p. 20 "[Flexibility] has benefitted five generations of my
family. I began [working from home] to help my mother get
my grandparents to medical appointments. So that helped
my grandparents and my parents. And [I helped] my sister's
children with emergency daycare because I was at home, and
then my husband and our children. We have grandchildren
now that, because of this program, we're able to help with after-
school care. Literally, it's helped five generations." (Johnson &
Tubaya 2010)
p. 27 "Many managers we spoke with were shocked. They
have never thought about the fact that, if associates' hours only
vary by three hours from week to week, it makes sense to post
the bulk of the hours in advance, and deal later with scheduling
the three variable hours of out of, perhaps, 200." (Lambert
2010, Nov. 1)
p. 31 Business benefits of flexwork: Johnson Storage &
Moving Co. (Johnson & Tubaya 2010)
p. 32 "I've noticed with the compressed [workweek], the
attendance level is better." (Corporate Voices n.d., p. 51)
p. 33 "[Flexibility] saves us money by reducing turnover.
The majority of the work-from-home folks have been with the
company for longer than 20 years. I would guess that if we had
to replace any of our work-from-home people, it would cost,
in turnover, retraining, all of it, a minimum of $60,000 in the
first 12 months." (Johnson & Tubaya 2010)
p. 33 "`Let's try this for a month, everybody having the
opportunity to start a half hour earlier, but you understand that
we're doing this as a month trial. If it's not working, then we're
either going to go back to the old hour or we're going to go
back to the split shift.' And they found that it worked, and just
gradually it evolved into a little bit more, but everything was
done on a one-month trial." (Corporate Voices n.d., p. 55)
p. 34 "The fact that I do have people coming in earlier...is a
benefit since the system is now up on a normal basis very early."
(Corporate Voices n.d., p. 49)
p. 39 "If they didn't have shift trade then a lot of people
would probably have a lot more absenteeism." (Corporate
Voices n.d., p. 30)
p. 39 "You can sign up on the computer and say, `This is my
shift--I need the day off' Someone can go in and say, `Oh, I
can work those hours' and they pick up your shift." (Corporate
Voices n.d., p. 39)
p. 41 "Nothing gets done around here between 3 and 3:30
when all the moms are calling up to check and see that their
kids got home safely from school." (Dodson, Manuel & Bravo
2002, p. 10)
p. 42 "It was taking this toll on my son....I couldn't take one
day off to go on a field trip....I wasn't there for him." (Dodson
& Bravo 2005, p. 9)
p. 44 "Every day, [she] comes in late five minutes, and the
manager speaks to her. She's said, `I know, but it's my bus.' The
manager says, `As opposed to me taking you down the path of
corrective action, let's adjust your schedule.'" (Corporate Voices
n.d., p. 51)
p. 45 "Employees can handle 50% more cases per day when
teleworking, which is attributed to the lack of distractions
and interruptions when working from home, as well as the
increased motivation for high performance in order to continue
the flexible practices." (Corporate Voices n.d., p. 48)
p. 46 "Currently there is room at the Proctor and Gamble
office for [only] about 60% of the consumer relations
representatives." (Corporate Voices n.d., p. 63)
p. 47 "I absolutely would say that the biggest impediment
to [flexibility] is management's attitude...cultural change in
thinking that they don't have to be sitting next to you for
them to be supervised....[It's] the old story of the Indians that
attacked the Northeastern village, and they killed everyone
who had their door locked. The family who had their door
open they left alone. It's just kind of a trust. So I think when
you trust them, they reciprocate that trust. It builds huge
loyalty." (Johnson & Tubaya 2010)
p. 48 "My managers are going to call me or send me an email
or instant message me. Why do I need to be in the office? It
doesn't matter if I'm here or at home. (Corporate Voices n.d.,
p. 64)
p. 49 "An express mail delivery worker, Donna, planned
to return to her job on the 6 a.m. to 2 p.m. shift, and
had organized child care using the child's grandmothers, a
grandfather and a cousin all providing care on different days.
Then two days before she was scheduled to return to work, her
supervisor called her to tell her that her new shift was from 11
a.m. to 7 p.m., starting the next day. `Well, you can imagine,'
she said, `I burst into tears, it was hard enough going back in
the first place, but 11 to 7, how was I going to manage that?...'
Donna did not feel her supervisor was targeting her. She felt
that he hadn't a clue about child care issues because he had a
stay-at-home-wife." (Perry-Jenkins, Bourne & Meteyer 2007,
p. 14)