Understanding Workplace Flexibility in State Agencies

What Facilitates Employee Access

Bibliographic Data

ID11674242
AuthorsXuhong Su (0000-0002-4021-3516, University of South Carolina, Columbia, SC, USA, corresponding author), Xueyang Li (0009-0001-9003-839X, University of South Carolina, Columbia, SC, USA), Endra Curry (University of South Carolina, Columbia, SC, USA)
Year2016
Volume47
Issue8
Pages977-990
Publication date2016-04-06
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueThe American Review of Public Administration (JOURNAL)
Journal identifiersISSN: 0275-0740 • E-ISSN: 1552-3357
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.1177/0275074016642014
OpenAlexW2329777398
LanguageEN
Citations received4
References cited71

The case for workplace flexibility has been largely established in the private sector, yet little is known about what facilitates or constrains employee access to flexibility options in governmental agencies. Focused on both flextime and flexible careers (career breaks, job sharing, and reduced hours), this study investigates how agency strategies, motives, resources, structure, and stakeholders shape employee access to workplace flexibility. The findings suggest that employee access to workplace flexibility is largely enhanced by strategic effort and agency motives, whereas agency structure shows limited impact. Agencies with bigger budgets provide employees more access to flextime, and those short of critical human capital tend to offer more options for flexible careers. This study concludes with the discussion of research findings and potential policy implications

Agency (philosophy · Business · Economics · Flexibility (engineering · Management · Political science · Public relations · Sociology · Employment and Welfare Studies · Job Satisfaction and Organizational Behavior · Work-Family Balance Challenges

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