ลดชั่วโมงการทำงาน, ออกโดยการซื้อAft

ลดชั่วโมงการทำงาน, ออกโดยการซื้อAfter economic downturn the company focus on flexibility, the survey data indicated the importance of an employee resignation increased 60 per cent of the organizations that the resignation occurred earlier, leave by reducing the work hours, purchased of a year's, leaving without getting paid 9 percent they have been offered., and the increase in flexible work practices. In addition, 22 percent indicate that they increase the promotion of compliance with the existing flexible workingจากข้อมูลการสำรวจชี้ให้เห็นถึงความสำคัญของการลาออกของพนักงานเพิ่มขึ้น ร้อยละ 60 ขององค์กร ซึ่งการลาออกที่เกิดขึ้นก่อนหน้านี้,การซื้อออก, การลดชั่วโมงปีทำงานและออกโดยไม่ได้รับการจ่าย ร้อยละ 9 พวกเขาถูกเสนอและเพิ่มทักษะในการปฏิบัติงานที่มีความยืดหยุ่น นอกจากนี้ร้อยละ 22 ระบุว่าพวกเขาเพิ่มโปรโมชั่นของการปฏิบัติที่มีอยู่แล้วกับทำงานที่ยืดหยุ่น. ในฐานะที่เป็นประเทศออสเตรเลียมีประสบการณ์การขาดแคลนความสามารถทันทีก่อนที่จะ GED เป็นปัญหาสำคัญสำหรับกรณีการสัมภาษณ์การศึกษาคือการเก็บรักษาของความสามารถ ดังนั้นส่วนใหญ่ของการสัมภาษณ์ที่ตอบสนองอย่างมีนัยสำคัญที่จะมีส่วนร่วมเก๊ดให้ความสำคัญที่เพิ่มขึ้นเกี่ยวกับสิ่งที่มีประเพณีที่กำหนดให้เป็นเตรียมการทำงานที่ยืดหยุ่นรวมถึงการลาสำหรับพนักงานประจำ สำหรับบางคนเหล่านี้เป็นความคิดริเริ่มใหม่นำมาใช้เป็นผลมาจากการเก๊ด ให้สัมภาษณ์ที่ระบุไว้ดังต่อไปนี้กลายเป็นโฟกัส: การใช้ที่เกิดขึ้นก่อนหน้านี้บริการรายปีและระยะยาวลา; การจัดซื้อการลาประจำปี ;ลาขยายที่มีการเก็บรักษาบางส่วนของประโยชน์ที่; เวลาที่ลดลง (เช่นสัปดาห์ที่สี่วัน );การแบ่งอาชีพ;การต่ออายุโฟกัสหรือพลังงานในการส่งเสริมการเตรียมการการทำงานที่ยืดหยุ่นที่มีอยู่ และมุ่งเน้นมากขึ้นในการประชุมผ่านวิดีโอ (มากกว่าการประชุมใบหน้าเพื่อใบหน้าที่ต้องเดินทาง). According to Bourke & (2011)
indicated that there was an increased emphasis (60 per cent of organisations) on
employees taking leave (taking previously accrued leave, purchased leave, annualised reduced hours and leave without pay). A relatively small number (9 per cent), however, indicated that they increased their offerings of flexible work practices. Further, 22 per cent indicated they increased the promotion of already existing flexible work practices.
As Australia had experienced a talent shortage immediately prior to the GED, a key issue for the
case study interviewees was the retention of talent. Hence for the majority of the interviewees a significant response to the GED involved an increased emphasis on what have been traditionally
defined as flexible work arrangements, including leave, for permanent staff. For some, these were
new initiatives implemented as a result of the GED. Interviewees indicated the following became a
focus:
17
a) Using previously accrued annual and long service leave;
b) Purchasing annual leave;
c) Extended leave with the retention of some of the benefits;
d) Reduced hours (eg, a four day week);
e) Career breaks;
f) A renewed focus or energy on promoting the existing flexible work arrangements; and
g) An increased focus on video-conferencing (rather than face-to-face meetings requiring
travel).
longer hours of work per day or per week tend to undermine a worker’s job performance, including
productivity per hour. While additional working hours may reflect a worker’s work ethic or
commitment to the job, workplace, employer or labour force and the hope of attaining higher current or future earnings, at some point, longer working hours inevitably begin to create risks and time conflicts that interfere not only with the quality of non-work life, but also on-the-job performance. In addition, when considered within a longer time horizon and from a broader perspective, productivity and the firm’s labour costs may be affected in many indirect ways. The theory and empirical research on the worker and firm performance effects of flexible work options are often embedded within a broader range of outcomes, and their findings are mixed.

///////////////////////////////

The format for the operating flexibility to work before the GED is a concept that consists of three components, all of them with the employee as the Center. The first components focuses on attracting and keeping women as an important source of labor. The second components. The quality of family life, caused by work / family conflict, and the third components in unmet demand elasticity in relation to a group of employees who will become women and Children
ประการแรกในความสัมพันธ์กับสถานที่และการเก็บรักษาของผู้หญิงมันก็เป็นที่ถกเถียงกันว่าการปฏิบัติที่มีความยืดหยุ่นในการทำงานที่เปิดใช้งานผู้หญิงที่จะบูรณาการการทำงานและความรับผิดชอบดูแลของพวกเขาและโดยเฉพาะอย่างยิ่งที่เป็นส่วนหนึ่งเวลาการทำงานที่เปิดใช้งานมารดาในการดูแลเด็กเล็กและดำเนินการต่อการทำงานจ่าย แรงนี้อาร์กิวเมนต์สะท้อนให้เห็นในการลดลงอย่างมีนัยสำคัญในเต็มเวลาอัตราการมีส่วนร่วมของกำลังแรงงานสำหรับผู้หญิงอายุระหว่าง25-34 ปีที่ผ่านมาสอดคล้องกับปีที่ผ่านมาเด็กเลี้ยงต้นและการเพิ่มขึ้นในส่วนของเวลาwork18 แต่เป็นผลมาจากการเข้าถึงผู้หญิงทำงานนอกเวลาในตัวเลขที่เพิ่มขึ้น (ณเดือนพฤศจิกายน 2008 ร้อยละ 45 ของผู้หญิงที่ลูกจ้างทำงานใน basis19 นอกเวลา) ก็เป็นที่ชัดเจนว่ามีข้อเสียที่ซ่อน ข้อเสียเหล่านี้รวมถึงการขาดส่วนเวลาที่มีคุณภาพwork20 และการ จำกัด การเข้าถึงบทบาทการบริหารจัดการใน basis21 นอกเวลา. ผลเชิงลบเหล่านี้สะท้อนให้เห็นถึงกระบวนทัศน์พื้นฐานที่เป็นบรรทัดฐานหรือโหมดหลักของการทำงานยังคงเป็นแบบเต็มเวลา (เฉพาะ 15 ต่อ ร้อยของคนทำงานบนพื้นฐานส่วนหนึ่งเวลา ณ วันที่สิงหาคม 200,822) และวัฒนธรรมการทำงานไม่ได้เขียนไว้ว่าพนักงานที่คาดว่าจะทำงานเกินชั่วโมงเต็มเวลา(ออสเตรเลียสถาบันประมาณว่าในปี 2009 พนักงานเต็มเวลาทำงานเพิ่มอีก 70 นาที
Prior to the GED the burning platform for flexible work practices could be conceptualised as
comprising three elements – all of them employee-centred. The first element focussed on attracting
and retaining women as a critical source of labour, the second on the quality of family life arising
from work/family conflict, and the third on the unmet need for flexibility in relation to employee
groups beyond women with children.
Firstly, in relation to the attraction and retention of women it was argued that flexible work practices
enabled women to integrate their work and caring responsibilities, and in particular that part-time
work enabled mothers to care for young children and continue paid work. The force of this
argument is reflected in the significant drop in full-time labour force participation rates for women
aged 25-34 years, corresponding to the years of early child-rearing, and an increase in part-time
work18. However as a result of women accessing part-time work in increasing numbers (as at
November 2008, 45 per cent of employed women worked on a part-time basis19), it became clear
that there were hidden disadvantages. These disadvantages included a lack of quality part-time
work20 and limited access to managerial roles on a part-time basis21.

Results (English) 1:

Reduction of hours of work, issued by the economic downturn the company After purchase focus on flexibility, the survey data indicated the importance of an increased 60 per cent employee resignation of the organizations that the resignation occurred earlier, reducing work hours, leave by the year of a purchased, leaving without getting paid 9 percent they have been offered, and the increase in flexible work practices. In addition, 22 percent indicate that they increase the promotion of compliance with the existing flexible working survey data suggests the importance of an employee's resignation increased. 60 per cent of the organizations that the resignation occurred earlier, buying off, reducing the hours of work and a year without getting paid. 9 percent they have been offered, and the increase in flexible work practices. In addition, 22 percent indicate that they increase the promotion of compliance with the existing flexible working. As a country, Australia has experienced a shortage of capable of immediately before a major problem for the case interview, GED study is to maintain accessibility, so the majority of the interview responded significantly to contribute important added a spurious together.Depending on what is traditionally defined as flexible work arrangements including leave for employees. For some people, these are the new initiative was implemented as a result of a spurious jade interview stated the following: become the focus: the use of the service which occurred earlier this year, and long term procurement of lap-la; RA; la expansion with the Hill and keep some of the benefits that the reduced time; (for example, a four-day week); break; renewed focus, career, or energy to promote flexible work arrangements and a greater focus on video conferencing (rather than meeting face to face required). According to Bourke & (2011)indicated that there was an increased emphasis (60 per cent of organisations) onemployees taking leave (taking previously accrued leave, purchased leave, annualised reduced hours and leave without pay). A relatively small number (9 per cent), however, indicated that they increased their offerings of flexible work practices. Further, 22 per cent indicated they increased the promotion of already existing flexible work practices.As Australia had experienced a talent shortage immediately prior to the GED, a key issue for thecase study interviewees was the retention of talent. Hence for the majority of the interviewees a significant response to the GED involved an increased emphasis on what have been traditionallydefined as flexible work arrangements, including leave, for permanent staff. For some, these werenew initiatives implemented as a result of the GED. Interviewees indicated the following became afocus: 17.a) Using previously accrued annual and long service leave;b) Purchasing annual leave;c) Extended leave with the retention of some of the benefits;d) Reduced hours (eg, a four day week);e) Career breaks;f) A renewed focus or energy on promoting the existing flexible work arrangements; andg) An increased focus on video-conferencing (rather than face-to-face meetings requiringtravel). longer hours of work per day or per week tend to undermine a worker's job performance, includingproductivity per hour. While additional working hours may reflect a worker's work ethic orcommitment to the job, workplace, employer or labour force and the hope of attaining higher current or future earnings, at some point, longer working hours inevitably begin to create risks and time conflicts that interfere not only with the quality of non-work life, but also on-the-job performance. In addition, when considered within a longer time horizon and from a broader perspective, productivity and the firm's labour costs may be affected in many indirect ways. The theory and empirical research on the worker and firm performance effects of flexible work options are often embedded within a broader range of outcomes, and their findings are mixed. ///////////////////////////////The format for the operating flexibility to work before the GED is a concept that consists of three components, all of them with the employee as the Center. The first components focuses on attracting and keeping women as an important source of labor. The second components. The quality of family life, caused by work / family conflict, and the third components in unmet demand elasticity in relation to a group of employees who will become women and Children ประการแรกในความสัมพันธ์กับสถานที่และการเก็บรักษาของผู้หญิงมันก็เป็นที่ถกเถียงกันว่าการปฏิบัติที่มีความยืดหยุ่นในการทำงานที่เปิดใช้งานผู้หญิงที่จะบูรณาการการทำงานและความรับผิดชอบดูแลของพวกเขาและโดยเฉพาะอย่างยิ่งที่เป็นส่วนหนึ่งเวลาการทำงานที่เปิดใช้งานมารดาในการดูแลเด็กเล็กและดำเนินการต่อการทำงานจ่าย แรงนี้อาร์กิวเมนต์สะท้อนให้เห็นในการลดลงอย่างมีนัยสำคัญในเต็มเวลาอัตราการมีส่วนร่วมของกำลังแรงงานสำหรับผู้หญิงอายุระหว่าง25-34 ปีที่ผ่านมาสอดคล้องกับปีที่ผ่านมาเด็กเลี้ยงต้นและการเพิ่มขึ้นในส่วนของเวลาwork18 แต่เป็นผลมาจากการเข้าถึงผู้หญิงทำงานนอกเวลาในตัวเลขที่เพิ่มขึ้น (ณเดือนพฤศจิกายน 2008 ร้อยละ 45 ของผู้หญิงที่ลูกจ้างทำงานใน basis19 นอกเวลา) ก็เป็นที่ชัดเจนว่ามีข้อเสียที่ซ่อน ข้อเสียเหล่านี้รวมถึงการขาดส่วนเวลาที่มีคุณภาพwork20 และการ จำกัด การเข้าถึงบทบาทการบริหารจัดการใน basis21 นอกเวลา. ผลเชิงลบเหล่านี้สะท้อนให้เห็นถึงกระบวนทัศน์พื้นฐานที่เป็นบรรทัดฐานหรือโหมดหลักของการทำงานยังคงเป็นแบบเต็มเวลา (เฉพาะ 15 ต่อ ร้อยของคนทำงานบนพื้นฐานส่วนหนึ่งเวลา ณ วันที่สิงหาคม 200,822) และวัฒนธรรมการทำงานไม่ได้เขียนไว้ว่าพนักงานที่คาดว่าจะทำงานเกินชั่วโมงเต็มเวลา(ออสเตรเลียสถาบันประมาณว่าในปี 2009 พนักงานเต็มเวลาทำงานเพิ่มอีก 70 นาทีPrior to the GED the burning platform for flexible work practices could be conceptualised ascomprising three elements – all of them employee-centred. The first element focussed on attractingand retaining women as a critical source of labour, the second on the quality of family life arisingfrom work/family conflict, and the third on the unmet need for flexibility in relation to employeegroups beyond women with children.Firstly, in relation to the attraction and retention of women it was argued that flexible work practicesenabled women to integrate their work and caring responsibilities, and in particular that part-timework enabled mothers to care for young children and continue paid work. The force of thisargument is reflected in the significant drop in full-time labour force participation rates for womenaged 25-34 years, corresponding to the years of early child-rearing, and an increase in part-timework18. However as a result of women accessing part-time work in increasing numbers (as atNovember 2008, 45 per cent of employed women worked on a part-time basis19), it became clearthat there were hidden disadvantages. These disadvantages included a lack of quality part-timework20 and limited access to managerial roles on a part-time basis21.

Results (English) 2:

Reduced working hours, by purchasing After economic downturn the company focus on flexibility, the survey data indicated the importance of an employee resignation increased 60 per cent of the organizations that the resignation occurred earlier, leave by reducing the work hours, purchased of. a year's, leaving without getting paid 9 percent they have been offered., and the increase in flexible work practices. In addition, 22 percent indicate that they increase the promotion of compliance with the existing flexible working from survey data pointed to. The resignation of employees increased by 60 percent of organizations whose resignation took place earlier, the buy-out, reducing the hours of work and leave without pay 9 percent of them were offered as well. improvement in operational flexibility. In addition, 22 percent stated that they increased promotion of compliance with existing flexible working. As Australia has experienced a shortage of capacity immediately prior to the GED is a major problem for the case study interview is the retention of ability. Thus, most of the interviews that respond significantly to participate GED featured rising about what is traditionally defined as flexible working arrangements including leave for employees. For some of these new initiatives implemented as a result of the GED. Interview listed below into focus: the use of which took place earlier this year, and long-service leave; Purchasing an annual leave. ; La extended with keeping some of the benefits; Drop time (such as four-day week. ); A career break; a renewed focus or energy in promoting flexible work arrangements are available. And increased focus on video conferencing. (Rather than meeting face to face on the road). According to Bourke & (2011)
indicated that there was an Increased emphasis (60 per cent of Organisations) on
employees taking Leave (taking previously Accrued Leave, purchased Leave, annualized reduced hours and Leave Without pay). A relatively Small Number (9 per. cent), however, indicated that they Increased their offerings of Flexible Work Practices. Further, 22 per cent indicated they Increased the Promotion of already existing Flexible Work Practices.
As Australia had experienced a Talent shortage immediately prior to the GED, a Key Issue for. the
Case Study interviewees was the retention of Talent. Hence for the majority of the interviewees a significant response to the GED involved an Increased emphasis on what have been traditionally
defined as Flexible Work Arrangements, including Leave, for Permanent staff. For Some, these were.
New initiatives implemented as a Result of the GED. interviewees indicated the following became a
Focus:
17
a) Using previously Accrued Annual and long Service Leave;
B) Purchasing Annual Leave;
C) Extended Leave with the retention of Some of the Benefits;
D. ) Reduced hours (eg, a Four Day Week);
E) Career Breaks;
F) A renewed Focus or Energy on promoting the existing Flexible Work Arrangements; and
G) An Increased Focus on Video-Conferencing (rather than Face-to-Face. meetings requiring
travel).
Longer hours of Work per Day or per Week tend to undermine a Worker's job Performance, including
Productivity per hour. While additional working hours May Reflect a Worker's Work ethic or
commitment to the job, Workplace, Employer or Labour Force and. the hope of attaining higher current or future earnings, at some point, longer working hours inevitably begin to create risks and time conflicts that interfere not only with the quality of non-work life, but also on-the-job performance. In addition,. when considered within a longer time horizon and from a broader perspective, productivity and the firm's labour costs may be affected in many indirect ways. The theory and empirical research on the worker and firm performance effects of flexible work options are often embedded within a broader range. of outcomes, and their findings are mixed. /////////////////////////////// The Format for the operating flexibility to the Work before. GED is a concept that consists of three components, all of them with the employee as the Center. The first components focuses on attracting and keeping women as an important source of labor. The second components. The quality of family life, caused by work /. family conflict, and the third components in unmet demand elasticity in relation to a group of employees who will become women and Children First, in relation to the location and retention of women, it was argued that the practice is. Work flexibility to enable women to integrate the work and responsibility to take care of them, and especially at part-time work to enable the mother to child care and operations. The pay-to-work The argument is reflected in the decrease significantly in full-time labor force participation rate for women aged 25-34. A year ago, in line with last year's party, and the increase in part-time work18. But as a result of access to women working part-time in increasing numbers. (As of November 2008, 45 percent of employed women work in part-time basis19), it is clear that there are drawbacks to hide. These disadvantages include lack of quality time work20 and limited access to managerial roles in basis21 time. The negative of these reflect a fundamental paradigm that is the norm or principle mode of operation also. It is full-time (only 15 per cent of people working on a part time as at August 200 822) and the work culture is not written that employees are expected to work beyond the hours of full-time (Australian Institute estimated that in the year. 2009 full-time employees work an additional 70 minutes Prior to the GED the Burning Platform for Flexible Work Practices could be conceptualized as comprising Three Elements - all of them employee-centered. The First element focussed on attracting and Retaining Women as a Critical Source of Labour. , the Second on the quality of Family Life Arising from Work / Family Conflict, and the third on the unmet Need for flexibility in relation to employee groups Beyond Women with children. Firstly, in relation to the attraction and retention of Women it was argued that. Flexible Work Practices enabled Women to integrate their Work and caring responsibilities, and in particular that Part-time Work enabled mothers to Care for Young children and Continue paid Work. The Force of this argument is reflected in the significant Drop in full-time Labour Force. Participation Rates for Women Aged 25-34 years, corresponding to the years of Early Child-rearing, and an increase in Part-time Work18. However as a Result of Women Part-time Work in increasing accessing Numbers (as at November in 2008, 45. Women per cent of employed worked on a Part-time Basis19), it became Clear that there were Hidden disadvantages. These disadvantages included a Lack of quality Part-time Work20 and Limited Access to managerial roles on a Part-time Basis21.

Results (English) 3:

Reduce the working hours, by buying After economic downturn the company focus on flexibility the survey, data indicated the. Importance of an employee resignation increased 60 per cent of the organizations that the resignation, occurred earlier. Leave by reducing the work hours purchased of, a year 's leaving without, getting paid 9 percent they have been, offered.And the increase in flexible work practices, In addition.22 percent indicate that they increase the promotion of compliance with the existing flexible working survey data indicate the importance of the resignation of employees increased. 60 percent of organizations. The resignation occurred earlier, buying out,Reduction of hours of work and a year out without getting paid, percentage 9 they were offered and skills in practice. Also 22 percent, flexibleAs Australia experienced shortages immediately before GED ability is an important problem for the case of an interview study is the preservation of ability.For some of these new initiatives are used as a result of the GED testing. The interview with the following stated becomes the focus:The use of the previously formed yearly and long service leave; purchasing annual leave. ; La expand with preservation of some of the benefits; lower time (such as the fourth week day); แบ่งอาชีพ;Renewed focus or the power to promote the preparation work at flexible are available. And focus more on video conferencing. (more than meeting face to face to travel). According to Bourke & (2011)
.