Flexibility in Employment Policy -parts-3

 

 

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Posted by brian in Employment ARTICLES

Different stages of economic development is another reason which explains the necessity of different forms of flexible employee policies. These changes play in determining the allocation of resources and the distribution of national product. Markets function without conscious con¬trol because individuals take their pri¬vate decisions in response to publicly-known signals such as prices, while these signals in turn respond to the collective actions entailed by the sum of al! individual decisions; in short, the price system is an automatically functioning social-control mechanism. For instance, “Wage reduction when the economy is below its full capacity level does not automatically lead to full employment from the supply side. Indeed, unemployment may rise due to lower effective demand at a lower real wage level, leading to a point at which macroeconomic tightening will lead to heavy costs on the labour market” (van der Hoeven, Taylor, 2001). This allow economists to compare differ¬ent values at any point in time. It is important to note that growth depended on the proportion of productive to unproductive labour. Frugality diminished the amount spent on personal services and increased the capital available to employ people in the division of labour.

The importance to have different forms of flexible employment policies is explained by the necessity to formulate a specific economic policy, according to economic fluctuations, and see that procedures to carry it out are effected. It general, organizations are functional responsibility for human resources. A logical approach to the consideration of this function is to look first of all at the problem of overall company organization and manpower planning, then the operations necessary to implement flexible employment policies.

C. Flexible employment policies are aimed to optimize the processes involved, remembering that whatever struc¬ture evolves it will be contingent on the environmental circumstances of the organi¬zation, and one of the aims of organization is to achieve the ‘best fit’ between the structure and these circumstances. An important point to bear in mind is that the organizations consist of people working more or less cooperatively together.

Inevitably, and especially at managerial levels, it may have to be adjusted to fit the particular strengths and attributes of the people available. The result may not conform to the ideal, but it is more likely to work than a structure that ignores the human element. It is always desirable to have an ideal structure in mind, but it is equally desirable to modify it to meet partic¬ular circumstances, as long as there is awareness of the potential problems that may arise. For instance, “Under the Employment Act 2002, a substantive employee may request flexible working if they have been working for the Trust for 6 months and they are making the request for flexible working in order to care for someone who, at the time of application” “Flexibility of Employment: Work Life Balance, n.d.).