Amid the transformation of operating environmental conditions and the changes in market, a business organization must think how to construct flexible manpower in order to respond to the changes in industries and markets. The traditional organization of hierarchy, which lacks flexibility, doesn¡¦t induce the flexible use of manpower and thus is ineffective in meeting the trends of industries and the market. Atkinson advocates demolishing the rigid system and, based on the characteristics of business production activities, dividing the organization into the core and periphery manpower so that the two sections can be complementary and each possible combination of manpower can be optimal. However, there exists the combination of three types of manpower in the shamrock organization mentioned by Handy, namely, professional core worker, temporary worker, and subcontract worker. The professional core worker can be compared to the core manpower mentioned by Atkinson, and the temporary and subcontract worker correspond to Atkinson¡¦s periphery manpower. The combination of these three types of manpower can be used to produce the foundation of the business¡¦ profitability. In addition, the current human resource arrangement should be adjusted in order to respond to the changes in the market in a timely manner. It is available to implement task flexibility, numerical flexibility, working-time flexibility, and wage flexibility to meet the practical work demands. This research based itself on the preceding concept, conducted interviews with China Steel Corporation and its subcontractors, and collected data through survey questionnaires administered to the subcontractors. The survey was conducted to understand how China Steel Corporation and its subcontractors divided their core and periphery manpower, how they constructed the shamrock organization, and how they used their manpower flexibility. The research also investigated whether there existed differences between China Steel Corporation and its subcontractors with regard to manpower flexibility. The analysis and synthesis of the data have led to the following findings: China Steel Corporation (CSC): 1.China Steel Corporation adopted for its main production line the shift system and mutual support of manpower to meet the requirements of the changing market and job demands, while the engineering and the equipment department adopted subcontracting to meet the change in the demand of manpower. 2.China Steel Corporation did not use temporary workers, but its subcontractors employed a large number of temporary and subcontract workers. As a result, the workers of China Steel Corporation and the temporary and subcontract workers of its subcontractors operate together at CSC, like the operation of a shamrock organization. 3.Without the worry of impeding quality, quantity, and safety, the job at the technical level was divided into core and non-core, with the core job emphasizing the creation of additional value. 4.The non-core job was carried out by the periphery workers, who consisted of the employees of subcontractors specialized in operation, construction and environmental protection and of other contractors. 5.China Steel Corporation enhanced the use of task flexibility through the use of task grouping, task changing, and job rotation, and expanded the scope of task flexibility through transferring and assigning personnel to auxiliary companies. At the same time, education and training were implemented to support the use of task flexibility. 6.With respect to the use of numerical flexibility, China Steel Corporation adopted subcontracting as the major measure of response. 7.With respect to the use of time flexibility, China Steel Corporation adopted such systems as flexible reporting and leaving time, shift, overtime, and optional leave instead of overtime pay. 8.As to the use of wage flexibility, China Steel Corporation raised the percentage of mobile wage, added wage flexibility, and used the bonus system to reflect the merits of the company and individual employees. Subcontractors: 1.Faced with the changes in the market and job requirements, they used temporary and subcontract workers as the major measure of response. Dependent on networks of interpersonal relationships, they hired temporary workers and provided support to subcontractors so that they tied closely into a shamrock organization. 2.About 30% of the CSC¡¦s subcontractors cultivated their employees to become their own subcontractors. The success of this plan depended on the limiting conditions for fund investment, the vitality of the industry, and the support made available by the CSC¡¦s subcontractors. 3.Monetary compensation was the major factor of retaining the core manpower, and the promotion system accounted for only 29.4% of manpower retention, which was related to the flat organizational structure. 4.More than half of the CSC¡¦s subcontractors assigned additional work, work requiring less training, and unimportant work to temporary workers. More then 60% of CSC¡¦s subcontractors would complete work requiring special skills or equipment through subcontracting. 5.With respect to the use of task flexibility, 70.2% of the CSC¡¦s subcontractors that implemented task flexibility experienced such a difficult situation in which a new hand was unable to handle his work. Only 32.7% of the subcontractors would give relevant training in advance, indicating that education and training did not support the use of task flexibility. 6.With respect to the use of numerical flexibility, 69% of the subcontractors hired temporary employees, and 62% of them used subcontracting. 7.With respect to the use of working-time flexibility, most CSC¡¦s subcontractors used overtime, shift, and varied time block as the major measure, for they had to coordinate operation with CSC and could not be independent in terms of working time. 8.With respect to the use of wage flexibility, the percentage of wage base linked to merit was low, and skills were more important than merit in deciding the wage of a temporary worker. 9.There existed no significant differences in wage and promotion between the core and periphery workers of the CSC¡¦s subcontractors. 10.There existed differences in benefits and training between the core and periphery workers of the CSC¡¦s subcontractors. Differences in the Use of Manpower Flexibility Between China Steel Corporation and Its Subcontractors: 1.China Steel Corporation had a high percentage (64%) of core workers and a relatively low percentage (36%) of periphery workers. In contrast, its subcontractors had a high percentage of periphery workers (including 34% subcontracting and 28% temporary workers, totaling 62%) and a low percentage (38%) of core workers. 2.As to the difference in task flexibility, China Steel Corporation had subsidiary companies and could expand the scope of task flexibility. In contrast, their subcontractors had no subsidiary companies and their task flexibility was restricted to the same enterprise. In comparison, China Steel Corporation invested more in education and training and was more competent in supporting task flexibility. 3.With respect to the difference in numerical flexibility, China Steel Corporation cared about the legality of using temporary workers while its subcontractors neglected this issue more or less and was less bound by labor unions with regard to using temporary workers or subcontracting. In practice, the CSC¡¦s subcontractors had more numerical flexibility than China Steel Corporation. 4.With respect to the difference in working-time flexibility, China Steel Corporation abided by the regulations regarding working overtime while its subcontractors did not pay attention to these restrictions. 5.With respect to the difference in wage flexibility, the wage structure at China Steel Corporation is institutionalized, about 30% belonged to mobile wage and was linked to the company¡¦s operation and individual employees¡¦ merit. On the contrary, the questionnaire survey collected from its subcontractors indicated that only a few of them assessed the wage base on merit.

Syfte: Syftet med den här uppsatsen är att öka förståelsen för hur organisationer kan arbeta med flexibla arbetsformer. Vi vill belysa vilka konsekvenser som kan uppstå med flexibla arbetsformer och hur de påverkar organisationer. Vi önskar även att fylla gapet vi uppmärksammat i forskningen kring flexibla arbetsformer ur ett organisatoriskt perspektiv.      Metod: Uppsatsen är en kvalitativ studie med en induktiv ansats som behandlar fenomenet flexibla arbetsformer ur ett organisatoriskt perspektiv. Datainsamlingen för studien har skett genom sju kvalitativa intervjuer på Kalmar kommun.   Slutsats: Slutsatsen av studien har visat att organisationer arbetar med flexibla arbetsformer utifrån olika förutsättningar delvis i form av; tekniska förutsättningar, ständig förändring av arbetsmarknaden, konkurrens samt de anställdas förutsättningar. Genomförandet av studien har det även bidragit till att vi har kunnat identifiera både positiva och negativa konsekvenser som kan uppstå för organisationer som använder sig av flexibla arbetsformer. En positiv konsekvens som vi har kommit fram till är att organisationen blir en attraktiv arbetsgivare. En negativ konsekvens är att anställda kan ha en svårighet att balansera privatliv och arbetsliv, vilket i sin tur påverkar organisationen i form av sjukfrånvaro och produktionsbortfall.

International commercial harbor is being in international, liberal and global conflict. It is facing the pressure of domestic and overseas market¡¦s competition. The enterprises need to reform the organization urgently. Harbor organization is researching to change from the enterprising organization of transportation into administrative legal person. The characteristics have the autonomy of personnel matters and utilize human resource flexibly. It is realized by way of implementing functional flexibility, numerical flexibility, temporal or working-time flexibility, wage or financial flexibility. The object is to serve for shipping company and increases employees ¡¦organizational adaptability, job efficiency, employees¡¦ productivity, service quality, personnel cost reduction and achieving budget target. At the same time, the organization utilizes flexible strategy have to consider the employees who have realized the change of job conditions. BY adjusting employees¡¦ work attitude which including job satisfaction, job involvement and organizational commitment etc. And then, it will increase organizational performance really. The study surveys the case organization which is the employees of the Kaohsiung Harbor Bureau (KHB). It utilizes employees¡¦ questionnaires to survey the influences of organization performance during the period of the strategy of implementing organization reform. The study finds the following results: 1. The perception of employees has significantly influences on organizational performance. 2. The functional flexibility has significantly influences on organizational performance. 3. The numerical flexibility has significantly influences on organizational performance. 4. The temporal or working-time flexibility has significantly influences on organizational performance. 5. The wage or financial flexibility has significantly influences on organizational performance. 6. The employees ¡¦different point of view on human resource utilization strategy will produce some differences due to different characteristics. According to the research result, implementing human resource flexible utilization which has significantly influences on organizational performance mostly. But different point of view on the strategy of human resource utilizing still have differences due to different characteristics. The KHB needs various kinds of improvable action to integrate employees¡¦ different point of view by communicating and coordinating with employees. Let employees understand the organizational reform is very important. It is in favor of organizational performance and increasing competitive power.

In Sweden, sickness absence due to mental disorder is increasing for both men and women, although more among women. The psychosocial work environment is acknowledged as an important predictor for sickness absence. Employee based work-time control is beneficial for the balance between job stress and recovery and could therefore be of interest when aiming to prevent sickness absence. The aim is to investigate the association between control over daily hours (CoDH) and control over time off (CoT), respectively, and sickness absence. The study also examine whether the association differ by gender and if burnout or depression mediates the associations. Data was derived from two waves of the Swedish Longitudinal Occupational Survey of Health (SLOSH) which is an approximate representation of the Swedish working population (n=8418, of which 4936 were females). Binary logistic regression was used as method of analysis. After adjustment for possible confounders, no association between CoDH and sickness absence was found. Low CoT was significantly associated with sickness absence among men (OR=0.90 [0.84, 0.96]), but not among women. Neither burnout nor depression mediates the associations. CoT is stronger associated with sickness absence than CoDH. CoT with regard to sickness absence is of greater importance for men than women.

Submitted by Marcia Bacha (marcia.bacha@fgv.br) on 2011-09-21T12:34:09Z No. of bitstreams: 1 SMAHA_H,_Trabalho_e_Familia_no_contexto_do_teletrabalho_-_EBAPE_2009.pdf: 583842 bytes, checksum: 93c08cd34875730dc91984239e6832c4 (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2011-09-21T12:34:48Z (GMT) No. of bitstreams: 1 SMAHA_H,_Trabalho_e_Familia_no_contexto_do_teletrabalho_-_EBAPE_2009.pdf: 583842 bytes, checksum: 93c08cd34875730dc91984239e6832c4 (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2011-09-21T12:35:29Z (GMT) No. of bitstreams: 1 SMAHA_H,_Trabalho_e_Familia_no_contexto_do_teletrabalho_-_EBAPE_2009.pdf: 583842 bytes, checksum: 93c08cd34875730dc91984239e6832c4 (MD5) / Made available in DSpace on 2011-09-21T12:35:48Z (GMT). No. of bitstreams: 1 SMAHA_H,_Trabalho_e_Familia_no_contexto_do_teletrabalho_-_EBAPE_2009.pdf: 583842 bytes, checksum: 93c08cd34875730dc91984239e6832c4 (MD5) Previous issue date: 2009 / Esta dissertação tem como objetivo contribuir para o conhecimento sobre o teletrabalho, especialmente, sobre a dinâmica da realização do trabalho na esfera familiar, a partir do home-office telework. Investigou-se de que maneira os teletrabalhadores e sua família dão sentido aos dilemas, oportunidades e exigências da realização do trabalho no ambiente familiar, à luz de suas práticas discursivas. Para tanto, entrevistas semi-estruturadas foram realizadas com 25 teletrabalhadores e seus co-residentes e analisadas sob a ótica da análise de conteúdo. A pesquisa revela que quando a casa dá lugar às atividades profissionais do indivíduo, as relações entre as demandas pessoais, familiares e profissionais se tornam mais próximas, diluídas e entrelaçadas. A aproximação das esferas de trabalho e não-trabalho conduz a uma ruptura nas dinâmicas espaciais, temporais e psicológicas desses domínios, proporcionando aos indivíduos oportunidades de desenvolvimento pessoal. No entanto, as mudanças pelas quais os mesmos terão de passar apresentam potencialidades contraditórias. Ao mesmo tempo em que o teletrabalho proporciona uma oportunidade de integração com a família e flexibilidade para o melhor aproveitamento do tempo de trabalho e não-trabalho, a dificuldade de equilibrar dois mundos construídos sobre discursos diversos, o mundo da casa e da rua, pode despontar uma crise, dependendo do preparo de cada família para essa situação de trabalho. A fim de auxiliar na interpretação dos resultados, os pontos de conteúdo mais expressivos, os quais ilustram o exposto acima, foram expostos em quatro temas relacionados ao telehomework: espaço, flexibilidade de tempo, gênero e equilíbrio trabalho-vida pessoal. / This research aims at fostering understanding of telework, especially its dynamic when working is carried out at home domains, through the practice of the home-based telework. It explores how teleworkers make sense out of the dilemmas, opportunities and demands of teleworking from home, through the analysis of their discursive practices. Therefore, semistructured interviews were conducted with a sample of 25 teleworkers and their respective coresidents and analyzed using the method of content analysis. The study reveals that when the home gives place to the professional activities of an individual, the relationship among the personal, family and professional demands become closer, blurred and interlaced. The merging of the working and non-working spheres conducts to a rupture of the spatial, temporal and psychological contours of these domains, bringing the individuals selfdevelopment opportunities. However, the transformations that these individuals will have to face represent contradictory potentialities. Whilst telework brings an opportunity of family integration and flexibility for the better use of working and non-working time, the difficulty of balancing two cultural systems constructed over distinct discourses, the private sphere and the public sphere, may lead to a crisis, depending on the preparation of each family to receive this mode of working from home. In order to contribute to the interpretation of the results, the most expressive topics, which illustrate the above exposed, were presented in four themes related to telehomework: space, time flexibility, gender and work-life balance.

The aim of this thesis is to reach a distinctive rationalization of the production and assembling plant of Cargo Van Brno company. In the project of new lay-out of the production area were all restrictions given by management of the company and by owner of the property strictly met. Technological changes of the process plan and investments suggestions are determined by the company's strategic plan.