INTERNATIONAL-SURVEYING-RESEARCH-JOURNAL-ISrj-ISrJ-Vol-11-Year-2022

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According to the literature review researcher has discussed that managers find it a struggle to implementflexitime. The reason behind it is due to their trust issues and lack of support for the policy (McCarthy,Cleveland, Hunter, Darcy and Grady, 2012; Regus Global Report, 2011). This is true as it is proven in therespondents’ answers discussed above.Table 4. Summary of InterviewQuestions Asked R1 R2 R3 R4 R5 R6Company’s current 8:30 am– 9:00 am– 9:00 am– 8:30 am– 8:15 am– 9:00 am–working practice 5:30 pm 5:00 pm 5:00 pm 5:00 pm 5:15 pm 5:00 pmWomen employees’ Yes Yes No No Yes Yesrequest for FlexitimeChallenges of Flexitime:Construction Industry’s Agreed Agreed Agreed Not Not entirely Agreedlong working hoursEmployers have no control Agreed Agreed AgreedagreedNotagreedPartially Agreedover employees agreed agreedDistribution of workload Agreed Partially Agreed Partially Not agreed Agreedand reward employees agreed yet agreedfairlyproposedotherchallengeTop management’s Agreed Agreed Agreed Agreed Agreed AgreedburdenSuitability of implementing Not Suitable Not Suitable Suitable Not suitableFlexitime for professional suitable suitablewomen in their companyDISCUSSIONConstruction Industry’s Current Working PracticeResearcher’s first objective is to identify the construction firm current working practice to find out if flexitimeis implemented in their firm. Sheikh Ilmi & Rogbeer (2016) indicated that pursuant to Malaysian EmploymentAct 1955, the average daily working hours should be eight hours with a maximum of 48 hours per week andconstruction industry also apply the Malaysian standard working hours. Referring to researcher’s finding atTable 4, all six respondents apply the standard working hours which is in accordance to the Employment Act1955 and five of them do not implement flexitime in their company. Table 4 also have shown that majority ofwomen employees had request for flexible working hours.Professional women in construction industry and other industry usually have many family obligations. Thiscause those some problems that makes them unable to fully concentrate on their work if they work accordingto the Malaysian standard working hours. However, they are confident that they can work more productively ifthey are given the opportunity to work with flexitime. When they do not get their employer’s support to workwith flexitime, they have no choice but to quit their job. This statement can be seen through Business InsiderISrJ Vol. 11 - 2022, Session 2022/2023 22
stated that 75% of Malaysian quit their jobs due to a lack of flexibility in work and 36% were not given anyoption of flexible working arrangement (Rakin, 2018).Nevertheless, often flexitime as well as other FWAs are unofficial, briefly or ad hocly obtained and are notdocumented in a formal contract (Cooper and Baird, 2015). Previous studies have shown that informal flexitimeare often highly valued and employees access them more frequently (Hall and Atkinson, 2006; Cooper andBaird, 2015). Similar to researcher’s finding, 16% of the respondents stated that they still allow flexitime totheir employees unofficially but only according to the convenience of their time when needed.Employers’ Challenges of Implementing Flextime for Professional Women inConstruction IndustryBased on previous studies, Flexitime and other flexible working arrangement has been long introducedlocally and internationally however they are still not widely implemented (McDonald and Cathcart, 2015;Skinner et al., 2014). Based on the past research conducted by several authors, researcher found that thereare four main challenges that employers may face to implement flexitime in their companies. The fourchallenges are Fairness in Distribution of Workload (Kossek et al., 2015), Business Working Culture (VanWanrooy et al., 2013), Top Management’s Burden in Implementing Flexitime cc, and Employers Have NoControl over Employees (Downes & Koekemoer, 2011). Referring to Table 4, majority of six respondentsagreed with all four main challenges that employers may face to implement flexitime in their firms. This showsthat researcher’s findings are concurred with previous research.From researcher’s findings, researcher found that the top challenge that were repeatedly mentioned inprevious studies is Business Working Culture. According to Van Wanrooy et al (2013), Business WorkingCulture talks about how clients’ needs, and expectations are priority to most business therefore it createsculture of availability and long working hours. Similar to researcher’s findings where four out of six respondentsagreed that Construction Industry’s Working Culture is one of the challenges to implement flexitime. This isbecause this industry promotes long working hours because of the hectic deadlines and a team-oriented henceavailability of employees is crucial. However, this challenge is not the top two challenges agreed by majorityof respondents.Based on researcher’s finding, Top Management’s Burden in Implementing Flexitime is the top challengeas it is agreed by all the respondents. Mentioning to the literature review, it is very important to get themanagers to commit for the effective implementation of family-friendly policies such as flexible working hours(Thompson et al., 2004; Maxwell, 2005; Lapierre et al., 2008). However, managers find it a struggle toimplement flexitime. The reason behind it is due to their trust issues and lack of support for the policy(McCarthy, Cleveland, Hunter, Darcy and Grady, 2012; Regus Global Report, 2011). All six respondents havesimilar fear by saying that if they apply Flexitime in their firms, it would not be easy for them to control the newsituation especially if their employees violate the flexitime given to them and because of that the firm’s topISrJ Vol. 11 - 2022, Session 2022/2023 23
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Page 3 and 4: Journal ContentNo. ISrJ 2022 Volume
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Page 13 and 14: REFERENCES1. Ahmed S, Sobuz Md HR a
Page 15 and 16: Challenges of Implementing Flexible
Page 17 and 18: Challenges of Implementing Flexible
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