Recent Trends in the Managerial Use of Flexible Working Hours

The intention of this paper is to draw attention to recently observed developments in the application of “flexible working hours” or “flexitime” systems. The idea that organisations are changing from “fixed time” to a system involving less control may be an oversimplification: “flexitime” can offer a method of re‐establishing control or setting limits to a failing “fixed time” or “laxtime” system. Discussion of actual “flexitime” decisions is used to indicate why powerful “anti” lobbies may develop within some organisations and why some managements are now turning to “flexitime” as a useful control device.