The modern workplace has given rise to a variety of work schedules that provide flexibility for both workers and management. Compressed work schedules, job sharing, telecommuting, and flexible scheduling are all common practices in the workplace. Management has played a large role in the implementation of these practices since it has proven beneficial in terms of worker productivity, loyalty to the company, and reduced sick days and time off. Workers have benefited by having more “quality” family time, increased personal time, and more authority over their own schedules. Though there are problems associated with each of the practices, supervisors and managers have found that when these practices are properly implemented, morale and worker productivity have risen.

Today’s work environment is a challenging one for supervisors and managers. Attitudes, traditions, and unique family arrangements have impacted the modern workplace in many ways. Some of these include productivity, effectiveness, and efficiency. To add to these concerns, management must deal with individua

l problems that impact the morale and dedication of an entire work force. These issues impact the workplace in many ways other than just the productivity of an individual worker. The issue truly lies in the ways and means supervisors and managers must attempt to focus each individual worker’s traits to the goals and visions of the company that they work for. Many elements exist to help management to accomplish these goals. Coaching, feedback, appraisal, and goal setting are used in the modern workplace to good benefit. One problem associated with all of these is the fact that they are directive in nature. This means that the worker has little say in these issues; therefore, they may not agree with the goals of management or have the dedication to follow through with those demands. With this in mind, managers must seek out ways to make workers feel like more of a part of the organization. One way that this has been done is through the implementation of various work schedules that adapt to the needs of the worker. Compressed work schedules, job sharing, and telecommuting have all been used with a measure of success in the workplace. They all have benefits, as well as drawbacks associated with them. The two items that seems to be irrefutable is that they have increased the satisfaction of the worker, and at the same time, the quality of work within the organization that they are used.

The next schedule available in the compressed workweek is the three-day workweek. This schedule entails a 13 hour and 20 minute day, 40 hours a week, and 80 hours in a bi-weekly period. Part-time workers can also take advantage of this schedule, and as with the four-day workweek, the hours for part-time workers are determined by the agency head. The “tour of duty” is established by the agency and is limited to three 13-hour and 20-minute days in a week and 80 hours in a bi-weekly pay period. (Models of Compressed, 2000)

Telecommuting offers “working moms” with a very flexible option of working at home. The benefits are obvious to the individual since there are reductions in daycare costs, and an increase in family contact time. The negative side of telecommuting comes from the needs and requirements of the company who offers this work option. Many companies still require telecommuters to be in the office most of the workweek. Pay is often lower when compared to similar jobs in the office, and there are few or no benefits available to many telecommuters. (Telecommuting, 2001)

Compressed schedules are basically broken down into three different work cycles. They are the four-day workweek,

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