Alternative work arrangements in Nigeria: Is it avoidable by modern organizations?
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Date
2020-07-11
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Department of Industrial Relations and Personnel Management, Faculty of Management Sciences, University of Ilorin, Ilorin, Nigeria.
Abstract
Alternative work arrangement is growing in use across countries of the world because of population increase on a daily basis due to migration. This has created imbalance in workers' survivability across the globe. Thus, this study examined the effect of level of acceptability of alternative work arrangements on the practice of alternative work arrangements as necessity among city workers. The study employed a survey research with 121 staff of Globacom Telecommunication Company in Lagos metropolis. 121 sample size was determined using Taro Yamane [1967] formula for estimating sample size from the population of 174 staff housed at their headquarter, while correlation was used to analyse the relationship between the variables. The correlation result [0.591] revealed a strong positive relationship between level of acceptability of alternative work arrangements and its practice in workplaces with p = 0.001 indicating that level of acceptability of alternative work arrangements is significant on organizations' survival making its practice as a necessity. In conclusion, it is a necessity for modern organizations to start thinking of alternative work arrangements in their operation as an unavoidable work schedule and the study therefore recommended that alternative work arrangements should be introduced into workplace practice with commensurate infrastructural development from all stakeholders so that organizations can stay alive and not lose their talents to competitions.
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Keywords
Alternative work arrangements, flexible working, competitive performance management, organization, modern organisations
Citation
Abogunrin, A.P., Aremu, N.S., Abdullah, A.S. & Lawal, A.T. (2020). Alternative work arrangements in Nigeria: Is it avoidable by modern organizations? IJAD Ilorin Journal of Administration and Development, 6, (1); 82- 96. Published by Department of Industrial Relations and Personnel Management, Faculty of Management Sciences, University of Ilorin, Ilorin, Nigeria. Available online at http://ejournals.unilorin.edu.ng/journals/index.php/ijad/article/view/375