ISSN (Online): 2321-3418
server-injected
Economics and Management
Open Access

Flexible Work Arrangement (FWA) Model for the Commission On Audit Regional Office XII

DOI: 10.18535/ijsrm/v12i04.em09· Pages: 6056-6202· Vol. 12, No. 04, (2024)· Published: April 17, 2024
PDF
Views: 398 PDF downloads: 500

Abstract

This study described the experiences of the Administration and staff in the implementation of Flexible Work Arrangements (FWA) in the Commission on Audit Regional Office XII (COA XII). Qualitative Case Study Single Approach with embedded unit of analysis was employed, which included interviews of the nine (9) administrators and supervisors as well as the five (5) participants representing the audit clientele of each audit group; and focus group discussion was conducted for the nine (9) staff personnel. For COA XII, guided by its vision, mission and core values and mandate, the overarching consideration is the nationwide policies and legal issuances such as memorandum and circulars. With the interplay of the theoretical frameworks on the Lewis’ theory of change, Ulrich’ HR role model and Fayol’s functions of management, this paper presents the FWA implementation as experienced by the Administrators and staff personnel in every phase of the implementation – (1) Planning Phase: Alignment with Policies/Directives/ Guidelines, Consultative Meetings, and Management by Objectives; (2) Implementation Phase: Structured Workplans/Strategic Task Management, Technological Integration, Clear Communication Protocols, Work-life balance strategies; (3) Feedbacking/ Monitoring Phase: Feedback Collection/Loop, Performance Tracking and Regular Check-ins, Output-focused Monitoring and Accountability; (4)  Evaluation Phase: Structured evaluation process, Full digitization of government services, Linking strategic performance management systems with FWA implementation. In managing the audit clientele, the concepts that emerged include (1) open communication for provision of regular updates and value-added insights; and (2) maintaining confidentiality and professionalism thru cooperation and collaboration. There were also facilitating factors and challenges as well as coping mechanisms presented in the paper. All of which were incapsulated as baseline data in proposing the FWA model/framework as guide in ensuring work-life integration and successful implementation of flexible work arrangements in the government sector as well as in the private/non-profit organizations to contribute to the creation of a more flexible and adaptive work environment.

Keywords

Flexible Work ArrangementsWork-life integrationTechnologyPolicyWorkplans

References

  1. Allen, T. D., Johnson, R. C., Kiburz, K. M., & Shockley, K. M. (2013). Work–family conflict and flexible work arrangements: Deconstructing flexibility. Personnel Psychology, 66(2), 345-376.Google Scholar ↗
  2. Ansong, A., & Boateng, A. (2017). The impact of flexible work arrangements on work-life balance in the hospitality industry. Journal of Hospitality and Tourism Management, 32, 82-91.Google Scholar ↗
  3. Baard, P. P., & Thomas, K. M. (2010). Strength through adversity: Moderate resistance exercise program reverses loss of muscle mass in older adult women. Journal of Geriatric Physical Therapy, 33(2), 80-87Google Scholar ↗
  4. Bae, K.B., Kim, D. 2016. The Impact of Decoupling of Telework on Job Satisfaction in U.S. Federal Agencies: Does Gender Matter? https://www.researchgate.net/ publication/299343049_The_Impact_of_Decoupling_of_Telework_on_Job_Satisfaction_in_US_Federal_Agencies_Does_Gender_MatterGoogle Scholar ↗
  5. Bal, Yasemin & Bulgar, Nazli Ece (2023). Remote Work: A Paradigm Shift in the Modern Workplace and its Impact on the Workforce.Google Scholar ↗
  6. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.Google Scholar ↗
  7. Batt, R., & Valcour, P. M. (2003). Human resources practices as predictors of work-family outcomes and employee turnover. Industrial Relations: A Journal of Economy and Society, 42(2), 189-220.Google Scholar ↗
  8. Cappelli, P., & Keller, J. R. (2013). Classifying work in the new economy. Academy of Management Review, 38(4), 575-596.Google Scholar ↗
  9. Caulfield, B. (2015). “Does It Pay to Work from Home? Examining the Factors Influencing Working from Home in the Greater Dublin Area.” Case Studies on Transport Policy 3 (2): 206–214. doi:10.1016/j.cstp.2015.04.004.DOI ↗Google Scholar ↗
  10. Delanoeije, J., and M. Verbruggen. (2020). “Between-Person and Within-Person Effects of Telework: A Quasi-Field Experiment.” European Journal of Work and Organizational Psychology. 29 (6): 795–808. doi:10.1080/1359432X.2020.DOI ↗Google Scholar ↗
  11. Dettmers et al., 2013; Opeyemi et al., (2019); Rahman, 2019; Rawashdeh et al., 2016; SHRM, 2015; Waiganjo and Kihoro, 2016Google Scholar ↗
  12. Dingel, J. I., and B. Neiman. (2020). “How Many Jobs Can Be Done at Home?” Journal of Public Economics 189: 104235. doi:10.1016/j.jpubeco.2020.104235.DOI ↗Google Scholar ↗
  13. Eddleston, K. A., Mulki, J. (2015). Toward Understanding Remote Workers’ Management of Work–Family Boundaries: The Complexity of Workplace Embeddedness. https://journals.sagepub.com/doi/10.1177/1059601115619548DOI ↗Google Scholar ↗
  14. Gajendran, R., & Harrison, D. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. https://doi. org/10.1037/0021-9010.92.6.1524DOI ↗Google Scholar ↗
  15. Gerards R., de Grip, A., and Baudewijns, C. (2018). Do new ways of working increase work engagement. https://www.emerald.com/insight/content/doi/10.1108/PR-02-2017-0050/full/htmlDOI ↗Google Scholar ↗
  16. Golden, T. D., Veiga, J. F., & Simsek, Z. (2006). Telecommuting's differential impact on work-family conflict: Is there no place like home? Journal of Applied PsychologyGoogle Scholar ↗
  17. Grant, C. A., L. M. Wallace, P. C. Spurgeon, C. Tramontano, and M. Charalampous. (2019). “Construction and Initial Validation of the e-Work Life Scale to Measure Remote e-Working.” Employee Relations 41 (1): 16–33. doi:10.1108/ER-09-2017-0229.DOI ↗Google Scholar ↗
  18. Grant, Christine A.; Wallace, Louise M. and Spurgeon, Peter C. (2013). An exploration of the psychological factors affecting remote e-worker's job effectiveness, well-being and work-life balance. Employee Relations, 35(5) pp. 527–546. DOI: https://doi.org/10.1108/ER-08-2012-0059DOI ↗Google Scholar ↗
  19. Gretchen M. Spreitzer, Lindsey Cameron, and Lyndon Garrett. (2017). Alternative Work Arrangements: Two Images of the New World of WorkGoogle Scholar ↗
  20. Haque, Shamoel. (2023). The Impact of Remote Work on HR Practices: Navigating Challenges, Embracing Opportunities. 10.46827/ejhrms.v7i1.1549DOI ↗Google Scholar ↗
  21. Kazekami, S. (2020). “Mechanisms to Improve Labor Productivity by Performing Telework.” Telecommunications Policy. doi:10.1016/j.telpol.2019.101868.DOI ↗Google Scholar ↗
  22. Kelliher, C., & Anderson, D. (2010). Doing more with less? Flexible working practices and the intensification of work. Human Relations, 63(1), 83-106Google Scholar ↗
  23. Kohont, A. and Ignjatović, M. (2022). Organizational Support of Working from Home: Aftermath of COVID-19 from the Perspective of Workers and Leaders. https://www.mdpi.com/2071-1050/14/9/5107Google Scholar ↗
  24. Kossek, E. E., & Lautsch, B. A. (2012). Work-family boundary management styles in organizations: A cross-level model. Organizational Psychology Review, 2(2)Google Scholar ↗
  25. Kurtessis, J., Eisenberger, R., Buffardi, L. C., Stewart, K. A., and Adis, C. S. (2017). Perceived organizational support: a meta-analytic evaluation of organizational support theory. J. Manag., 43, 1854–1884. doi: 10.1037/a0022676DOI ↗Google Scholar ↗
  26. Pacaul, M.O., et. al. (2020). Policy Analysis on the Alternative Work Arrangements in Government Offices during PandemicGoogle Scholar ↗
  27. Purwanto, A., M. Asbari, M. Fahlevi, A. Mufid, E. Agistiawati, Y. Cahyono, and P. Suryani. (2020). “Impact of Work from Home (WFH) on Indonesian Teachers’ Performance during the COVID-19 Pandemic: An Exploratory Study.Google Scholar ↗
  28. Putnam, L. L., Myers, K. K., & Gailliard, B. M. (2014). Examining the tensions in workplace flexibility and exploring options for new directions. Human RelationsGoogle Scholar ↗
  29. Rosen, C. C., Koopman, J., Gabriel, A. S., & Johnson, R. E. (2013). Who strikes back? A daily investigation of when and why incivility begets incivility. Journal of Applied Psychology, 98(1), 158-170.Google Scholar ↗
  30. Saludin, N. A., Karia, N. and Hassan, H. (2013). Working from Home (WFH): Is Malaysia Ready for Digital Society? https://www.researchgate.net/publication /312148047Google Scholar ↗
  31. Sarma, P. (2018). The radically changing nature of Work, Workers &Workplaces. https://www.goodreads.com/en/book/show/40536680Google Scholar ↗
  32. Shockley, K. M., & Allen, T. D. (2015). When flexibility helps: Another look at the availability of flexible work arrangements and work–family conflict.Google Scholar ↗
  33. Society for Human Resource Management. (2015). SHRM Publications.Google Scholar ↗
  34. Solís, M. S. (2016). Telework: conditions that have a positive and negative impact on the work-family conflict. Academia Revista Latinoamericana de Administración.Google Scholar ↗
  35. Sweet, S. N., Fortier, M. S., Strachan, S. M., Blanchard, C. M., Boulay, P., Châteauvert, A., ... & Cournoyer, L. G. (2014). Testing a longitudinal integrated self-efficacy and self-determination theory model for physical activity post-cardiac rehabilitation. Health Psychology, 33(11), 1344-1353.Google Scholar ↗
  36. Vyas, L. and Butakhieo, N. (2020). The impact of working from home during COVID-19 on work and life domains: an exploratory study on Hong Kong. https://www.tandfonline.com/doi/full/10.1080/25741292.2020.1863560DOI ↗Google Scholar ↗
  37. Zoonen, W.V., Sivunen, A., Blomqvist, K., Olsson, O., Ropponen, A., Henttonen, K. and Vartiainen, M. (2021). Factors Influencing Adjustment to Remote Work: Employees’ Initial Responses to the COVID-19 Pandemic. https://www.mdpi.com/1660-4601/18/13/6966Google Scholar ↗
  38. OTHER ONLINE REFRENCESGoogle Scholar ↗
  39. FAQs on Policies on Flexible Work Arrangements in the Government. https://ro6.csc.gov.ph/slider/734-faqs-on-policies-on-flexible-work-arrangements- in-the government#:~:text=It%20was%20promulgated%20on%2018,the%20 demands%20of%20public%20service.Google Scholar ↗
  40. DILG XII steps up measures to help curb COVID-19. http://www.region12.dilg.gov.ph/news-releases/dilg-xii-steps-measures-help-curb-covid-19Google Scholar ↗
  41. Labor Advisory No. 09-20 Guidelines on the Implementation of Flexible Work Arrangements as Remedial Measure due to the Ongoing Outbreak of Coronavirus Disease 2019 (COVID-19)https://www.dole.gov.ph/news/labor-advisory-no-09-20-guidelines-on-the-implementation-of-flexible-work-arrangements-as-remedial-measure-due-to-the-ongoing-outbreak-of-coronavirus-disease-2019-covid-19/Google Scholar ↗
  42. Visayas, Soccsksargen tourism sectors adopt flexible working hours to save jobs. https://www.goodnewspilipinas.com/visayas-soccsksargen-tourism-sectors-adopt-flexible-working-hours-to-save-jobs/Google Scholar ↗
  43. HR Role Model by Dave Ulrich (Ulrich 1997). https://www.researchgate.net/figure/HR-role-model-by-Dave-Ulrich-Ulrich-1997_fig1_299520958Google Scholar ↗
  44. Hierarchy of Needs by Abraham Maslow (1943). Addressing Maslow’s Hierarchy of Needs in Telecommuting - Panmore Institute. https://panmore.com/addressing-maslows-hierarchy-of-needs-in-telecommutingGoogle Scholar ↗
  45. Functions of Management by Jules Henri Fayol (1841-1925). https://theinvestorsbook .com/henri-fayols-14-principles-of-management.htmlGoogle Scholar ↗
  46. Ten Ways to Create an Enabling Environment during Covid-19. https:// www.unwomen. org/sites/default/files/Headquarters/Attachments/Sections/How%20We%20Work/Gender-parity/Brief-Ten-ways-to-create-an-enablingenvironment-during-COVID-19-en.pdfGoogle Scholar ↗
  47. Top Tips to Foster Inclusivity Online During COVID-19. https://www.unwomen.org/ sites/default/files/Headquarters/Attachments/Sections/How%20We%20Work/Gender-parity/Brief-Top-tips-to-foster-inclusivity-online-during-COVID-19-en.pdfGoogle Scholar ↗
  48. Flexible Working Arrangements for a modern and productive workforce. https:// https://hr.un.org/page/flexible-working-arrangementsGoogle Scholar ↗
  49. Flexible Work Models And How To Make Them Work. https:// www.process.st/flexile-work-models/Google Scholar ↗
Author details
Gina L. Misoles
School of Notre Dame of Dadiangas University General Santos City
✉ Corresponding Author
👤 View Profile →