Flexible working and happiness in the NHS
Abstract
Purpose
This paper aims to explore the influence of flexible working on employee happiness and attitude, and the role of this within a high performance work system (HPWS).
Design/methodology/approach
A case study of flexible working within an NHS Acute Trust is presented. A qualitative study is undertaken based on 43 employee interviews across a range of directorates within the Trust.
Findings
Employees perceive that flexible working makes them “happy” and that there are attitudinal/behavioural links between this happiness, discretionary behaviour and a number of performance outcomes.
Research limitations/implications
This paper presents a single case study with a relatively small sample which uses an inductive approach based on emergent data; it explores one element of a HPWS rather than an entire employment system. Respondents were volunteers, which raises the possibility of sample bias.
Practical implications
There may be a need for organisations to focus more on employee happiness to encourage performance. HR practitioners could reflect on the impact of HR practices on happiness and which features of a job role are likely to promote happiness.
Originality/value
This paper contributes a much‐needed employee perspective on the effect of HR practices, specifically that of flexible working, and explores the neglected employee attitude of happiness.
Keywords
Citation
Atkinson, C. and Hall, L. (2011), "Flexible working and happiness in the NHS", Employee Relations, Vol. 33 No. 2, pp. 88-105. https://doi.org/10.1108/01425451111096659
Publisher
:Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited