Indian Journal of Industrial Relations: Economics & Social Dev.

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Win-Win Human Resource Strategies for Working-Hours Reduction


Affiliations
1 Institute of Business & Management, National Chiao Tung University, Taiwan, China
     

   Subscribe/Renew Journal


The present study illustrates a framework for successful working- hours reduction in the field of management. The author identifies three types of workinghours reductions: the tradeunion- led reduction, the government- led reduction, and the company- led reduction, and focuses on the government-led one, which brings in a huge managerial challenge for employers. As a conclusion, the study proposes a compensative strategy package, composed of an organization's change strategies (workinghours arrangement, work process improvement, and work ethics change) and wages in the status quo policy, to help employers overcome the impact on labour costs and productivity. Four propositions are proposed for further studies.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Allan, C., Brosnan, P. & Walsh, P. (1998), “Nonstandard Working-time Arrangements in Australia and New Zealand”, International Journal of Manpower, 19 (4): 234 -49

  • Bosch, G. & Lehnorff, S. (2001), “Working-time Reduction and Employment: Experiences in Europe and Economic Policy Recommendations”, California Management Review, 25 (2): 209-43.

  • Brunello, G.. (1989), “The Employment Effects of Shorter Working Hours: An Application to Japanese Data”, Economica, 256 (224): 473-86.

  • Cassar, V. (2001), “Violating Psychological Contract Terms amongst Maltese Public Service Employees: Occurrence and Relationships”, Journal of Managerial Psychology, 1 (3): 194-203.

  • Connell, J. & Waring, P. (2002), “The BOHICA Syndrome: A Symptom of Cynicism towards Change Intiatives?” Strategic Change, 11: 347-56.

  • Elbring, A. O., Gadon, H. & Gordon, J. R. M. (1975), Flexible Working Hours: The Missing Link”, California Management Review, 17 (3): 50-57.

  • Fried, M. (1998), Taking Time: Parental Leave Policy and Corporate, Philadelphia: Temple University Press.

  • Fuji Institute Corporation Keijyouhou Department (1989), Working-Hours Reduction and Small Business (in Japanese), Tokyo: Toyo Keizai Inc.

  • Fujiwara, M. & Hayashi, H. (1993), “Employment Management” (in Japanese), in Tsuda, M. (ed), Human Resource Management, Kyoto: Minerva Publishing Co., Ltd.

  • Glisby, M. & Holden, N. (2003), Contextual Constraints in Knowledge Management Theory: The Cultural Embeddedness of Nonaka’s Knowledge-Creating Company”, Knowledge and Process Management, 10 (1): 29-36.

  • Kramar, R. (1993), “Family Friendly Policies: The Experience in Australia”, Equal Opportunities International, 12 (5): 11-24.

  • Kichul, J. (2001), Promise Made, Promise Broken: An Exploration of Employee Attraction and Retention Practices in Small Business, Journal of Small Business Management, 39 (4): 320-35.

  • MacInnes, J. (2005), “Work–life Balance and the Demand for Reduction in Working Hours: Evidence from the British Social Attitudes Survey 2002”, British Journal of Industrial Relations, 43(2): 273-95.

  • Meuse, K. P., Bergmann, T. J. & Lester, S. W. (2001), An Investigation of the Relational Component of the Psychological Contract across Time, Generation, and Employment Status”, Journal of Managerial Issues, 13 (1): 102-18.

  • Miyazaki, T. (1994), “The Full Activation of Aged Workers” (in Japanese), in Takanasi, M. (ed.), The Changing Japanese Employment, Tokyo: Nippon Keizai Shinbunnsha. Morrison, D. E. (1994), “Psychological Contracts and Change”, Human Resource Management, 33 (3): 353-72.

  • Nakamura, A. (1991), “Firms Will Re-birth through the ‘Working-Hours Reduction’ and ‘Work Process Improvement’: Considering the ‘Working-Hours Reduction’ as an Approach of Work Process Improvement, Productivity Raise and Employee Development” (in Japanese), Gekann Zensen, 41 (11): 2-19.

  • Okubayashi, K. (1990), “The Problems of the Reduction of Working-Hours and Its Solutions” (in Japanese), The Kokumin-Keizai Zasshi (Journal of Economics & Business Administration), 161 (5): 48-69.

  • Osuga, T. & Shimoyama, F. (1998), Reduction of Working-Hours: Its Structure and Theory (in Japanese), Tokyo: Ochanomizu-Shobo.

  • Ravard, P. (1998), “Competency-Based Pay Smoothes the Way Ahead for Volkswagen”, Human Resource Management International Digest, 6 (3): 8-11.

  • Pate, J., Martin, G. & Staines, H. (2000), “Exploring the Relationship between Psychological Contracts and Organizational Change: A Process Model and Case Study Evidence”, Strategic Change, 9: 481-93.

  • Pierce, J. L. & Newstrom, J. W. (1983), “The Design of Flexible Work Schedules and Employee Responses: Relationships and Process”, Journal of Occupational Behaviour, 4: 247-62.

  • Perry-Smith, J. E., and Blum, T. C. (2000), “Work-Family Human Resource Bundles and Perceived Organizational Performance”, Academy of Management Journal, 43 (6): 1107-17.

  • Pocock, B. (2005), “Work-Life ‘Balance’ in Australia: Limited Progress, Dim Prospects”, Asia Pacific Journal of Human Resource, 43 (2): 198-209.

  • Robinson, S. L., Kraatz, M. S. & Rousseau, D. M. (1994), “Changing Obligations and the Psychological Contract: A Longitudinal Study”, Academy of Management Journal, 37 (1): 137-52.

  • Schalk, R., Campbell, J. W. & Freese, C. (1998), “Change and Employee Behaviour”, Leadership & Organization Development, 19 (3): 157-64.

  • Solomon, C. M. (1994), “Work/Family’s Failing Grade: Why Today’s Initiatives Aren’t”, Personnel Journal, 73 (5): 72-82.

  • Strachan, G. & Burgess, J. (1998), “The “Family Friendly” Workplace: Origins, Meaning and Application at Australian Workplaces”, International Journal of Manpower, 19 (4): 250 – 65.

  • Takizawa, N. (1989), Manual of Working-Hours Reduction (New Edition) (in Japanese), Tokyo: Sangyouroudou Shuppankyoukai.

  • Thornthwaite, L. (2004), “Working Time and Work-Family Balance: A Review of Employees’ Preferences”, Asia Pacific Journal of Human Resource, 42 (2): 166-84.

  • Watanabe, A. (1997), “Promoting the Law toward the 40-Hours Week System” (in Japanese), Nihhon Roudou Kenkyu zashi (Journal of Japanese Labour Research), 448: 2-13.

  • White, M., Hill, S., McGovern, P, Mills, C. & Smeaton, D. (2003), “ ‘High-performance’ Management Practices, Working Hours and Work–Life Balance”, British Journal of Industrial Relations, 41 (2): 175-95.

  • Yamashita, K. (1982), Wages and Working Hours in Japan (in Japanese), Tokyo: University of Tokyo Press.


Abstract Views: 257

PDF Views: 0




  • Win-Win Human Resource Strategies for Working-Hours Reduction

Abstract Views: 257  |  PDF Views: 0

Authors

Fang-Tai Tseng
Institute of Business & Management, National Chiao Tung University, Taiwan, China

Abstract


The present study illustrates a framework for successful working- hours reduction in the field of management. The author identifies three types of workinghours reductions: the tradeunion- led reduction, the government- led reduction, and the company- led reduction, and focuses on the government-led one, which brings in a huge managerial challenge for employers. As a conclusion, the study proposes a compensative strategy package, composed of an organization's change strategies (workinghours arrangement, work process improvement, and work ethics change) and wages in the status quo policy, to help employers overcome the impact on labour costs and productivity. Four propositions are proposed for further studies.

References