THE ROLE OF WORKPLACE FLEXIBILITY IN MANAGING DIVERSITY

Based on a survey of executives in more than 400 U.S. firms, this arti cle assesses corporate efforts on both workplace flexibility and manag ing diversity. Although the survey data reveal considerable progress o n both fronts, there is cause for concern, sav the authors. Most compa nies, Hall and Parker argue, are missing an opportunity to use workpla ce 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 fo r 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 s till benefits more than does the individual, since flexibility feature s allow the employee to remain at work while meeting family responsibi lities. Still, say the authors, organizations fail to benefit (strateg ically) as much as they could. An organization that provides workplace flexibility in the right way (to empower employees) is not just provi ding an employee-friendly environment; it is also creating a more comp etitive learning organization.