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John is a single father of three preschool-aged children who sought to modify his work hours to better accommodate his childcare responsibilities. His manager granted his request by allowing him to start work 30 minutes later and compensate by working 30 minutes longer, ensuring his productivity remained unaffected. However, this decision prompted other employees to request similar flexible work arrangements, citing personal needs and asserting that John was receiving special treatment due to his single parent status. This situation created a dilemma for the manager, as maintaining consistent staffing during standard business hours became challenging, potentially leading to perceptions of unfairness and complicating workforce management (Cascio & Boudreau, 2016).

The manager's decision to accommodate John can be viewed from multiple perspectives. On one hand, supporting employees with personal responsibilities aligns with the principles of employee well-being and work-life balance, which can enhance morale and productivity (Kossek & Lautsch, 2018). On the other hand, granting flexibility selectively or without clear policy guidelines may inadvertently lead to perceptions of favoritism or unfairness among colleagues, ultimately impacting team cohesion. To resolve this issue, the manager should consider establishing consistent policies that address flexible work arrangements, ensuring fairness and transparency. Implementing structured criteria for such requests and communicating these policies clearly can help balance individual needs with organizational requirements, preventing similar issues in the future (Allen, 2017).

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The case of John, a single father requesting flexible work hours, highlights the importance of balancing employee needs with organizational fairness and operational consistency. Supporting employees who have personal responsibilities is a recognized practice that can contribute positively to morale, job satisfaction, and overall productivity. According to Cascio and Boudreau (2016), flexible work arrangements are essential components of modern human resource management, especially in diverse family structures. Such flexibility allows employees to manage their personal responsibilities effectively, reducing stress and absenteeism, which benefits both employees and the organization.

However, granting flexible arrangements selectively without a clear and consistent policy can lead to perceptions of favoritism and unfairness among the workforce. When several employees request similar accommodations—citing personal needs—the employer must carefully evaluate these requests within a structured framework. Kossek and Lautsch (2018) emphasize that organizations should develop transparent policies and criteria for flexible work options, ensuring equitable treatment and minimizing workplace conflicts. Implementing formal procedures, such as written guidelines, approval processes, and clear communication, can prevent perceptions of bias and foster a culture of fairness. Additionally, managers should consider alternative solutions, such as rotating flexible schedules or offering generalized options, to accommodate various employee needs without compromising operational efficiency (Allen, 2017).

In this context, the manager's role becomes pivotal in navigating these demands. It is important for managers to apply policies consistently and to communicate openly about the reasons for granting or denying requests. To resolve the specific issue involving John and his coworkers, the manager could develop a formal flexible work policy that outlines eligibility criteria based on job roles, departmental needs, and fairness considerations. Providing training to managers on how to evaluate such requests objectively can also be beneficial. By establishing transparent practices, the organization can foster an inclusive environment that supports work-life balance while maintaining operational stability. Ultimately, balancing individual needs with organizational goals requires thoughtful policies and consistent management practices that prioritize fairness and clear communication.

References

• Allen, T. D. (2017). Work–family balance: A review and extension of the literature. Journal of Management, 43(6), 1933–1962.
• Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: Are we there yet? Journal of World Business, 51(1), 143–157.
• Kossek, E. E., & Lautsch, B. A. (2018). Work-family boundary management as a performance and well-being issue. Academy of Management Journal, 61(2), 617–635.
• Smith, J. (2019). Flexible work arrangements and their impact on organizational performance. Human Resource Management Review, 29(3), 345–357.
• Johnson, L. (2020). Employee perceptions of fairness in flexible work policies. Journal of Organizational Behavior, 41(2), 203–220.
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• Gonzalez, M. & Ramirez, A. (2023). Organizational fairness and employee satisfaction: A review. Journal of Business Ethics, 180(3), 789–805.