Based on the mini case above, answer the following questions:

1. What types of employees are likely to be motivated by alternative work arrangements? Tell why.
2. Consider Hewlett-Packards's use of flextime, job sharing, and telecommuting. What are some of the potential drawbacks or limitations of these approaches? What can Hewlett-Packard do to prepare for, reduce, or eliminate these negative outcomes?
3. In your job as a student, do you think you would be more or less effective if you had the opportunity to telecommute (or do more telecommuting, if you already use distance learning)? Explain your answer.

Hewlott-Packard (HP), a provider of computer products and services, knows. "Being known as a great place to work makes it easier to attract top talent," reads HP's website. "For us, being a great place to work is good business. "The challenge is grest. HP employs more than 172,000 workers world. wide in every function. Flexible work arrangements are one effective way to motivate such a diverse group of employees. HP provides a "flexible, supportive environment to manago work and personal life demands, including flexible time, telecommuting, and job-sharing," TEimployees feel empowered when they are able to work in a schedule and a location that suits their needs." - Sid Reed, vice president of civersity and worklife, according to its website. Vice president of diversity and worklife Sid Reed acknowledges that motivation can result from alternative work arrangements. "Wo very definitely see that employees feel empowered when they are able to work in a schedule and a location that suits their needs. They have some flexibility to really integrate in a positive way their personal life and their work life," Reed asserts. One motivated employee is Kristy Ward, a marketing manager. With more than two decades at HP, she has experienced several types of alternative work arrangements and is currently job sharing. "Much of what I've been able to do seems uncom. mon in the rest of the industry," Ward relates. "I talk to my friends that work at other companies. They don't have the same alternatives... That has really added to my loyalty to the company." Ward explains that HP determines each individ. talls optimal work environment based on the employee's and the company's needs: "Some have the two-minute commute, downstairs in the house. Others still drive to be able to be in a work house. ment with other employees. There's a lot of per. sonal preference, * Hp engineer Cheryl Marks say. "One of the reasons I stay with HP is becarks says, allow me to telework. I get burned is because they telecomimutes and estimates it takes her rough at hot much time to absorb complex her roughly He tet up a telewer office cubicle. For just $3,500, CASE QUESTIONS ongineer with a physical handicap to work at homo. The company helped this valuable work, of finding a replacement. Among the significant benefits to employesy shorter or nonexistent commute times, the abilit control the level of interaction with others, and port for family or personal needs. Yet the beneity the organization are just as great or greater. In atbs tion to support for recruiting and retention, alterma tive work arrangements can help to increase diversity by encouraging employees with various needs. Reed says, "It's a part of the overall inclusion and diversity strategy. . . . We support employees so that they can contribute to their full potential." Other advantages are the lowered costs for office and parking space, the ability to hire the best tale:t regardless of location, the ease in forming virtual teams, and the capacity to better manage emergencies such as storms or power failures. Yet surely the greatest benefit to the organiza. tion is the increased motivation experienced by workers when they feel supported by their employer. ComputerWorld magazine surveyed 17,000 high-tech professionals and found that access to leading technology, training, and flexible workplaces were the top three issues of concern. HP employees show that flexibility is becoming more popular at the firm-telecommuting has grown from 10 percent in 1999 to virtually 100 percent today. Many are also trying other alternatives such as job sharing and part-time work. Tom Johnson, an HP human resources managet, says, "We have enough hard data and anecdotal evi. dence to suggest telework can increase productivity, [but] most important is fit." Another human resource manager, Darryl Roberts, characterizes telework as an "employee-driven business decision," a win-win agreement between HP and employees. Ward would certainly agree, as she states with evident satisfaction, "The nice thing about HP is you can do what suits your work style." CASE QUESTIONS 1. What types of employees are likely to be motivated by alternative work arrangements? Tell why. 2. Consider HP's use of flextime, job sharing, and