 Strategies for changeAlison Maitland and Peter Thomson Chapter Chapter 8 in Future Work, 2014, pp 136-156 from Palgrave Macmillan Abstract: Abstract The main difference between the work experiences of Laura and her friend is the presence or absence of a trusting culture. It is not difficult to see which of these environments is more likely to encourage initiative, creativity and a willingness to put in extra effort, rather than simply counting down the hours to going-home time. Nor is it difficult to see which environment is more likely to attract and keep good employees. Laura lists the benefits of having a trusting manager and working in a progressive company. ‘There is flexibility that allows you to work in your most productive way,’ she says. ‘You may work better late at night or be working with business partners in another time zone. In my experience, more work gets done in a flexible workspace environment because I can take care of things like getting my car registered. I can work hours at home when I would normally be traveling to and from work. I can do focused work without the distractions that come with sitting at my cube, and I can be completely accessible for tasks that can be handled over email.’ Keywords: Business Case; Time Zone; Staff Turnover; Senior Executive; Virtual Team (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-36716-7_8 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.