For organizational behaviour course solve the following 3 question

CASE INCIDENT 1 The Pursuit of Happiness: Flexibility workers of all ages wanting to work from home, at leas occasionally. Eighty percent of the U.S. female labor force finds a flexible work schedule very or extremely important 58 percent rate work-life balance as their number one goal, and flexibility is the single most important part of that balance for them. Southeast Asian employees are mos interested in flexibility, while workers in North America Europe, and the Australia New Zealand region place fles. flexible work arrangements (FWAs)? Why or why noe 118 PART 2 The Individual The management team at Learner's Edge, an online con- tinuing education company, decided to adopt a ROWE (results-only work environment) policy, developed by Best Buy employees and summarized in its slogan, "Work whenever you want, wherever you want, as long as the work gets done." Kyle Pederson was one of only three Learner's Edge employees who showed up the first day of the experi- ment. And the second day, and the third. "For almost a month, everyone cleared out," Pederson ibility in their top three wants. said. "It was just me, my co-founder and our executive Yet research correlates job satisfaction most strong director all wondering, 'What on earth have we done?" with the nature of the work itself, not where it is per Clearly, they were testing the outer limits of workplace formed. Thus, while as employees we say we want fla flexibility, from which even Best Buy pulled back when it re ibility, what actually makes us satisfied is often something cently canceled the program. But while Best Buy reported else. Then there are the costs of such work arrangements continuing financial woes as one reason for canceling their Employers like Yahoo!'s Marissa Mayer are concerned that ROWE program, employers like Learner's Edge report flexible workers will become detached from the organiza "better work, higher productivity" aiter the initial phase of tion, communicate less, be less available, and lose the ben- the program in their companies. Employees have learned efits of teamwork. Employees breve similar concerns: Wa the ways they work hest. In fact, some of Pederson's em out of sight mean out of minc: international research sug ployees have returned to the office, while others gather at gests that employee and emplo er happiness depends on Starbucks or over dinner... whatever gets the work done. correctly motivating the individual. For ROWE or any flex- Suntell president and chief operating officer, Veronica ible arrangement to work, companies need to create clear Wooten, whose risk management software firm adopted job descriptions, set attainable goals, and rely on strong the ROWE program a few years ago, is also a fan of the metrics to indicate productivity. Managers need to foster flexible workplace. "We made the transition, and started close connections and communicate meaningfully to keep letting go and letting people make their own decisions." flexible workers engaged in the company, its culture, and Wooten says. Her company's customer base increased its processes. And employees need to get the work done, 20 percent, meetings were reduced by 50 percent, and no matter where and when they do it. expenses decreased 12 percent (Wooten used the savings to give everyone a raise). Questions It seems that everyone should be happy with this degree 3-15. Do you think only certain individuals are attracted to of job flexibility, from the night-owl employee to the board of directors. But happiness, like job satisfaction, is a com- 3-16. What are some of the concerns executives have plex construct Employees worldwide do seem to increasingly value flexible work environments, with roughly two of three about flexible work arrangements? 3-17. How do you see FWAs affecting a company's bottom line