Summary and conclusions

Employees initiate FWAs, which may require different structures and systems from employer numerical flexibility practices to administer. However, employers consider their flexibility practices when negotiating FWAs. They

Employee FWA needs and employer provisions 223 focus their HPWPs, including FWAs, on motivating and retaining employees working standard hours in core positions. Employees on part-time or short-term contracts and temporary workers, all with non-standard work hours, complement those in the core group. In comparison to the core workers, absences from the workplace tend to limit long-term development of employees on non-standard contracts. Employees, particularly young adults and senior workers, as well as females with carer responsibilities may apply for non-standard positions to manage their flexible work needs or are allocated non-standard positions when they negotiate FWAs. These employees are most at risk of under-employment if unable to secure their desired work hours (OECD, 2019a). In contrast, highly skilled and experienced employees with tertiary qualifications, usually in the middle adult and mature worker groups, are the most likely to secure standard work and to negotiate FWAs successfully (Thevenon et al., 2016).

Young adults can reduce their risk of unemployment or under-employment over time through education and skill enhancement. However, middle adults and mature and senior workers in low- to middle-skill occupations face decliningjob quality when forced into lengthy non-standard positions to manage their flexible work needs. Inability to access the hours required to maintain effective work-life balance, job insecurity and poor working conditions could have negative short- and long-term consequences for these employees. Low income and inadequate retirement savings leave them at the risk of reduced standards of living. The ensuing recommendations follow from the above analyses.

Recommendations

With respect to developed and emerging countries to which this chapter applies, we recommend government intervention (at the national level) beyond legislation, to reduce the risk of under-employment and improve work-life balance for all employees. Our recommendations are based on the premise that the right to request legislation (Thevenon et al., 2016) cannot oblige employers to accommodate FWA requests at the expense of economic viability of their organisations. This means several employees are unlikely to have their FWA requests met. We therefore recommend that governments:

• • Increase dependable care facilities so that employees can work in their desired positions and hours, knowing that their children and/or family members are well cared for.
• • Encourage employers to engage older workers by supplementing any additional costs of their employment.
• • Encourage upgrade in skills and tertiary qualifications to empower employees and enhance access to standard employment with FWA provisions.

Work-life balance issues have significant economic and social implications and should be among the priority areas of government agenda.