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Traditional Working Practices

madonna-beasley avatar
madonna-beasley
7 diapositives · 299 Views · Nov 06, 2014

Admin Services Outcome 2 The impact of changing working practices on the modern working environment. Traditional Working Practices. Traditional Working Practices meant workers were employed either: Permanent full-time OR Permanent part-time Hours worked were normally 9 am – 5 pm

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Traditional Working Practices
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  1. Admin ServicesOutcome 2The impact of changing working practices on the modern working environment

  2. Traditional Working Practices • Traditional Working Practices meant workers were employed either: • Permanent full-time OR • Permanent part-time • Hours worked were normally 9 am – 5 pm • In the office premises

  3. Changes In Working Practices • Today there are a wide range of employment contracts and working practices: Permanent, temporary, fixed-term, casual Terms of Contract Full-time, part-time, flexi-time, job-share Working Hours Office-based, home-based, tele-working, hot-desking Mode of Work

  4. Why have these changes come about? The Internet has made communication and the exchange of information easy, fast and relatively cheap • New Technology - • Competition - • Social Trends – The highly competitive business environment has forced organisations to streamline their activities and adopt working practices which are cost-effective The changing needs and demands of the workforce and legislation, have influenced organisations to adopt more flexible working practices. The Flexible Working Regulations Act of 2002.

  5. The Effects of these Changes • Organisations might choose to outsource whole areas of operations, eg: • Marketing, recruitment or payroll services • Employers might offer career breaks to long-serving, experienced employees to pursue other interests, then return to work to their original position • Case-loading has been adopted in some organisations replacing the traditional 9 to 5, 5-days-a-week with more flexible hours (completing the workload is considered more important than working a set number of hours a day

  6. Impact on the Organisation • Short-term contracts can be used to employ staff only when they are needed (seasonal work) • Organisations can buy in specialist skills rather than the need for training existing staff • Organisations can retain highly experienced workers whose personal circumstances have changed (family commitments) – no need to recruit and train new staff • Savings are made in terms of size of buildings • Better morale, motivation and therefore productivity • Outsourcing of services to specialist firms can be cost effective

  7. Impact on Employees • Greater choice and flexibility of working practices to suit changing needs and lifestyle • Perhaps less job security if contracts are increasingly of a temporary or fixed-term nature – implications for: • Pensions • Ability to get a mortgage