1. Ahmed Medhat Ahmed Osman

2. Agenda IntroductionProblem IdentificationObjectives of the researchResearch questionsLiterature reviewResearch Methodology

3. Introduction Flexible Work Programs Flex Time, Flex Place, Job Sharing, … Work-Life Balance & Improved Work Environment Employee Retention & Improved Performance

4. Introduction http://www.worldatwork.org/waw/adimLink?id=31115

5. Problem Identification  Many studies and academic articles have demonstrated the value of flexible working programs to both employees and employers. However, not many studies have tried to quantify this value for the use of HR & Top Management

6. Objectives of the research  The objective of this research is to measure how employees value flexible working programs to help senior managers gain more insight about the workforce needs, which could be translated into lower employee turnover ratios, attraction of higher quality workforce, and improved company performance

7. Research questions What is the value of flexible working programs from an employee perspective in Egypt?

8. Literature Review Many corporations with formal flexible work programs have reported positive outcomes: To the Organization Reduced tardiness and absence Reduced turnover Potential for increased productivity through: Improved morale Greater commitment Work organized to respond to individual work styles (ex: early versus late energy) Expanded coverage Reduced work and/or parking space demands/costs For the individual Uninterrupted time for creative, repetitive, or highly detailed work Reduced commuting costs and wear and tear Reduced stress Ability to work in alignment with personal work rhythms/styles Improved morale From University of Pennsylvania, Division of HR, http://www.hr.upenn.edu/quality/worklife/flexoptions/training.aspx#IMPORTANThttp://www.hr.upenn.edu/quality/worklife/flexoptions/training.aspx#IMPORTANT )

9. Literature Review In a survey brief by WorldatWork on February 2009, their findings included that “Many workers not currently telecommuting think some of their job tasks might be suitable for remote work, but they usually are unwilling to give up pay in order to telecommute” http://www.worldatwork.org/waw/adimLink?id=31115

10. Literature Review  Comments on previous Questionnaire: The word “slightly less” in the above question may not be equally understood by participants. Most people are sensitive and opposing to any issue mentioning a salary cut. Some people believe that if allowed to work from home would produce the same output, if not better, so they feel it will be unfair to cut their salary. Participant in the lower (poor) and lower middle class with low salary levels usually cannot tolerate any decrease in salary.

11. Research Methodology Definitions Population & Sample Personally administered Questionnaire

12. Research Methodology Definitions Flextime (or flextime, flexi-time, originally derived from the German word Gleitzeit which literally means 'sliding time') is a variable work schedule, in contrast to traditional [citation needed] work arrangements requiring employees to work a standard 9am to 5pm. A flextime policy allows staff to determine when they will work. Under flextime, there is typically a core period (of approximately 50% of total working time/working day) of the day when employees are expected to be at work (for example, between 11 am and 3pm), while the rest of the working day is "flextime", in which employees can choose when they work, subject to achieving total daily, weekly or monthly hours in the region of what the employer expects, and subject to the necessary work being done.Gleitzeit http://en.wikipedia.org/wiki/Flextime Flex place: refers to a company policy or program that enables employees to have more decision authority on where they will work regardless of time of day. For example, they may choose to work in the office or from home or from a client's office or even a café. http://en.wikipedia.org/wiki/Flexplac e

13. Research Methodology Definitions In this research, flexible working programs, the variable whose value is being measured, is defined by an employee option to work under one (and only one) of the following conditions:  Flexible arrival time (from 7:am up to 10:am), 8 hours must be achieved daily.  Work 10 hours per day instead of 8 hours, and take extra day off per week.  Work from home for 2 days per week What is the unit of measurement??? In percentage of employee’s salary

14. Research Methodology Population and Sample: Sample Choice Limitations: Some individuals working in senior management positions may be against the concept of flexible work programs which will probably bias their questionnaire responses. Individuals whose working conditions don’t permit the options of flexible working programs like customer services related and factory labor may provide unreliable responses in the questionnaire. Population: The labor force (both employed and unemployed Egyptians) in Egypt.

15. Research Methodology Questionnaire design: Company A: Every employee in company A has one of the following options: Flexible arrival time (from 7:am up to 10:am), 8 hours must be achieved daily. Work 10 hours per day instead of 8 hours, and take extra day off per week. Work from home for 2 days per week Company B: No Flexible work program Higher Salary I will choose to work for company B if it offers an increase in salary over company A that is more than: (………………….%)