'Flexible Firm Hrm\r'

'Assignment 2 (a)Outline the master(prenominal) forms of tractability as defined in Atkinson’s (1984) form of the waxy staunch (b) What ar some of the strengths and weaknesses of the Atkinson manikin? ANSWER PLAN: ?Introduction/Background oWhat argon the aims of flexibleness oinvitee (1987) de-centralisation helps to create flexibleness oWhat ar the chief(prenominal) forms of flexibility that modern organisation need ? remains: 4 types of flexibility oFunctional/Temporal/Numerical/ mvirtuosotary ?Body 2: Atkinson’s Model oCore gathering oFrist/Second marginal multitudes How each of these differ oOutsourcing activities/ histrionics / Self- engaged/Sub-contracting ?Advantages / Disadvantages of Atkinson’s nonplus ?Criticism ? death In highly competitive environment, organisations need to be able to react quickly and effectively to changes. David Guest (1987) in advocating de-centralisation emphasised the role it plays in increase flexibility within a n organisation. He cited flexibility as one of the keys to responding effectively to changes in the environment, and that it is essential for organisational success.The main forms of flexibility in modern organisation check to Blyton and Morris (1992) are four: Functional, Temporal, Numerical and Financial. Functional flexibility involves the task of multi-skilling where employees are required to possess one item skill and many other generalist ones. This mode a reduced specialisation of roles with individuals organism trained to carry come out of the closet a some(prenominal) wider range of activities than in the lead. The purpose of numerical flexibility is to fly high and contract the get force according to specific demand for it.In times of expansion, to a greater extent do workers are required. conversely a smaller workforce is needed if the moving in is decreasing. The third form is temporal flexibility. In this berth the heel and distribution of hours varies. It c oncerns different approaches to managing the time of employees, such as â€Å"annual hours contracts” where there is a ingrained number of hours to be worked but actual hours bequeath vary according to circumstances. Finally, financial flexibility involves the substance that an individual’s breakment varies in shipway which best al subaltern it to meet objectives.At the individual level this cigarette mean pay-related-performance or multiple pay strategies such as bonuses, divid end ups and share options. Atkinson developed a model of what he called the flexible firm which brings unneurotic a number of aspects of flexibility. This model is shown below: The model consists of a core group, first and second skirting(prenominal) groups and outsourcing activities. The core group include the full-time, generalist versatile workers who are expected to keep learning and adapting to changes.This is the invariable component of the firm’s workforce; they are th e ones with the most job security, and they book better opportunities for learn and progression. They are relatively few in the organisation. This group provides flexibility through its commitment because they are the durable ones. In contrast, computer peripheral workers provide a firm with numerical flexibility. The first peripheral group is normally full-time but does not turn over the corresponding job security as the core workers. Their number increase or reduce with changing labour market conditions.The second peripheral group is employed on a part-time basis, with short-term contracts. They lead to be less well paid and have fewer rights and benefits than the first peripheral group. Less is invested in them as far as training and opportunities for promotion are concerned. As a final option if necessary, organisations can outsource functions as a means of generating flexibility. These are contracted to do specific work and are to a greater extent expensive; outsource d flexibility comes at a premium price.An example of outsourcing services is power cleaning where an agency is contracted to carry out the cleaning of the office on a go along basis. In times of recession, peripheral or non-full-time workers are much much likely to be make redundant. The advantages of the Atkinson model for the organisation include: a more easily controlled and managed workforce; core employees being more committed due to enriched jobs (Soft HRM); the facility for bringing in skills as required and cost saving and low wage costs for part-time workers.The disadvantages include: adventure of lack of specialist expertise due to multi-skilling and issues affiliated with loyalty and security. Firstly loyalty, because they are not pass over by permanent contract, there is no underwrite that the worker get out continue to be available. They may also lack necessary training as the organisation will be focusing more on the core workers because the more you move to pe ripheral workers the more you want to contain costs, therefore stripped training is offered.Atkinson’s model is criticised because many organisations will have core, peripheral and outsourced workers without having the Atkinson’s model in mind. In other words even when flexibility is practiced, it is not because of his model. The requirement for flexibility happened in organisations before he developed his model. In conclusion flexibility can take a number of different forms as proposed by Blyton and Morris. It helps the organisation react to changes hurrying and more effectively. The four types of flexibility link to The Atkinson’s model which illustrates how organisations are structured.Managers value the model to a degree of financial flexibility because it separates core workers from peripheral workers. It helps them taking decisions on who to contract. High level skills can be brought in when necessary and outsourced tasks can end up being less expensive, as the stopping point of the contract is simple. There are a number of potential advantages and disadvantages of workforce flexibility, depending on which group is considered. The flexible firm emphasises the need for organisations to be flexible and have the capability to adapt to constantly changing circumstances.\r\n'