THE ROLE OF WORKPLACE FLEXIBILITY IN MANAGING DIVERSITY

Based on a survey of executives in more than 400 U.S. firms, this article assesses corporate efforts on both workplace flexibility and managing diversity. Although the survey data reveal considerable progress on both fronts, there is cause for concern, sav the authors. Most companies, Hall and Parker argue, are missing an opportunity to use workplace flexibility to promote the organization's strategic objectives. Too many managers still consider flexibility initiatives as a specialized human resource activity, as opposed to an element of organization and work design and a way to tap employees' full potential for creativity and commitment. Moreover, companies generally house responsibility for flexibility in low-level human resource positions. Ironically, even though managers may view flexibility more as an employee benefit than a strategic advantage for the firm, it appears that the organization still benefits more than does the individual, since flexibility features allow the employee to remain at work while meeting family responsibilities. Still, say the authors, organizations fail to benefit (strategically) as much as they could. An organization that provides workplace flexibility in the right way (to empower employees) is not just providing an employee-friendly environment; it is also creating a more competitive learning organization.