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D.)]TJ /F2 1 Tf 0 -7.0909 TD [(This report is conf)19.9(idential and should only be shared with discretion within member companies. )]TJ ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S BT 11 0 0 11 90 62.0279 Tm 0.13725 0.12157 0.12549 scn [(〤)24.8(opyright 2007 Boston C)24.8(ollege C)24.8(enter for W)59.9(ork & F)70(amily )]TJ ET Q endstream endobj 4 0 obj <> endobj 5 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 6 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 0.90196 0.90588 0.9098 scn /GS2 gs 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 24.5305 33.4093 Tm 0.13725 0.12157 0.12549 scn 0 Tc 0 Tw (2)Tj ET /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 54 35.699 m 522 35.699 l S BT /F4 1 Tf 16 0 0 16 54 706.6406 Tm -0.0001 Tc 0.025 Tw (Table of Contents)Tj /F1 1 Tf 11 0 0 11 54 654.6406 Tm [(Executive S)30.9(ummary)]TJ 41.4292 0 TD 0 Tc 0 Tw (3)Tj -41.4292 -2.3636 TD -0.0001 Tc 0.025 Tw [(I. Introduction and M)22.8(ethodology)-27611.6(5)]TJ T* [(II. H)22.8(ow to Use this R)22.8(eport)-30010.8(6)]TJ T* [(III. F)22.8(lexible W)60(ork Arrangements in the Asia P)30.9(acif)19.9(ic R)22.8(egion )-16157.2(7)]TJ T* [(IV)110(. Best Practice Examples)-29537.6(20)]TJ 2.1796 -1.5476 TD [(a. R)22.8(oyal Dutch Shell)-29985.2(20)]TJ T* [(b. Dow Chemical C)24.8(ompany)-27151.9(21)]TJ T* [(c. H)22.8(ewlett P)30.9(ackard)-30758.7(22)]TJ -2.1796 -2.3636 TD [(V)110.1(.)-0.1( C)24.8(ountry Analysis)]TJ 40.9014 0 TD -0.0003 Tc 0 Tw (23)Tj -38.7217 -1.5476 TD -0.0001 Tc 0.025 Tw [(a. M)22.8(ainland China)-30758.7(24)]TJ T* -0.0002 Tc [(b. H)22.8(ong K)22.7(ong)]TJ 38.6028 0 TD -0.0004 Tc 0 Tw (28)Tj -38.6028 -1.5476 TD -0.0001 Tc 0.025 Tw (c. India)Tj 38.8626 0 TD 0 Tw (31)Tj -38.8626 -1.5476 TD 0.025 Tw (d. Indonesia)Tj 38.7007 0 TD -0.0003 Tc 0 Tw (34)Tj -38.7007 -1.5476 TD -0.0002 Tc 0.0251 Tw [(e. J)22.7(apan)]TJ 38.6397 0 TD 0 Tw (36)Tj -38.6397 -1.5476 TD -0.0001 Tc 0.0249 Tw [(f. K)22.8(orea \(S)22.8(outh K)22.8(o)0(rea\))-29285(3)0.1(9)]TJ T* -0.0002 Tc 0.0251 Tw [(g. M)22.8(alaysia)]TJ 38.6038 0 TD -0.0003 Tc 0 Tw (42)Tj -38.6038 -1.5476 TD -0.0001 Tc 0.025 Tw (h. Philippines)Tj 38.6998 0 TD -0.0003 Tc 0 Tw (45)Tj -38.6998 -1.5476 TD -0.0001 Tc 0.025 Tw [(i. S)22.8(ingapore)]TJ 38.5818 0 TD -0.0004 Tc 0 Tw (48)Tj -38.5818 -1.5476 TD -0.0002 Tc 0.0251 Tw [(j. T)99.9(aiwan)]TJ 38.8616 0 TD 0 Tw (51)Tj -38.8616 -1.5476 TD -0.0001 Tc 0.025 Tw (k. Thailand)Tj 38.8177 0 TD -0.0002 Tc 0 Tw (53)Tj -40.9973 -2.3636 TD -0.0001 Tc 0.025 Tw [(VI. C)24.8(oncluding R)22.9(emarks)-30412.7(58)]TJ T* [(VII. Limitations of the Study and S)30.9(uggestions for F)49.9(uture R)22.8(esearch)-12847.3(59)]TJ T* 0 Tw [(R)23(eferences)]TJ 40.6475 0 TD -0.0004 Tc (60)Tj -40.6475 -2.3636 TD -0.0001 Tc 0.025 Tw [(A)42(ppendix I: P)30.9(articipating M)22.8(ember R)22.9(epresentatives)-19546.3(63)]TJ ET Q endstream endobj 7 0 obj <> endobj 8 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 9 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 0.90196 0.90588 0.9098 scn /GS2 gs 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 582.8502 33.4093 Tm 0.13725 0.12157 0.12549 scn 0 Tc 0 Tw (3)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S BT /F4 1 Tf 16 0 0 16 90 706.6406 Tm 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (Executive Summary)Tj /F1 1 Tf 11 0 0 11 90 674.6406 Tm [(Through in-depth interviews with seven regional representatives from Global W)59.9(orkforce R)22.8(oundtable)]TJ 0 -1.2727 TD (member companies and the collection of 35 questionnaires, the )Tj /F2 1 Tf 27.0312 0 TD [(F)23(lexible W)60(ork Arrangements in Asia)]TJ /F1 1 Tf -27.0312 -1.2727 TD (study provides a better understanding of the types and extent of flexible work arrangements \(FWAs\))Tj T* [(used in multinational corporations operating in the Asia P)30.9(acif)19.9(ic region. The study also serves as a)]TJ T* [(benchmarking tool for member companies within the Global W)59.9(orkforce R)22.8(oundtable to compare)]TJ T* [(their best practices with other MNCs. F)29.9(inally)80(, the report summarizes the regional outlook for the)]TJ T* [(benef)19.9(its and obstacles for flexible work arrangements and also provides a brief analysis of the cultur-)]TJ T* [(al, political, and ideological perspectives in 11 countries within the region: M)22.8(ainland China, H)22.8(ong)]TJ T* [(K)23(ong, India, Indonesia, J)22.8(apan, K)22.8(orea, Philippines, T)100(aiwan, Thailand, S)22.8(ingapore and M)22.8(alaysia. )]TJ 0 -2.3636 TD 0 Tw (The )Tj /F2 1 Tf 1.9037 0 TD 0.025 Tw [(F)23(lexible W)60(ork Arrangements in Asia)]TJ /F1 1 Tf 14.721 0 TD (study found that 57% of respondents had established a for-)Tj -16.6246 -1.2727 TD [(mal flexible work arrangement policy within their company)80(, but the expressed demand and utiliza-)]TJ T* [(tion of these policies varied dramatically by company and country)80(. The study reveals that the)]TJ T* [(demand for flexible work arrangements across Asia is strongest in J)22.8(apan compared to other coun-)]TJ T* [(tries such as S)22.8(ingapore, India, Thailand and T)100(aiwan.)]TJ 0 -2.3636 TD (Differences in historical, political, economic, social, and cultural aspects of countries in the region)Tj 0 -1.2727 TD [(def)19.9(ine assumptions regarding division of labor and role expectations at work and within the family)]TJ T* [(\(K)22.9(omarraju, 2006\) and affect employees outlook on work-family matters, including flexible work)]TJ T* [(arrangements. Despite cultural resistance, many of the member companies participating in this)]TJ T* [(study have successfully implemented FWAs in Asia. This is interesting since it may indicate that a)]TJ T* (company culture may be strong enough to overcome resistance imposed by country culture. )Tj 0 -2.3636 TD [(One must avoid making general statements about the Asia P)30.9(acif)19.9(ic region as a whole, as there are)]TJ 0 -1.2727 TD [(vast cultural differences among the countries. S)22.8(ome respondents felt, however)80(, that the following)]TJ T* [(differences between the western countries of N)22.8(orth America/Europe and Asia could be generalized: )]TJ 1.0931 -2.3636 TD [( F)22.8(lexible work arrangements are not as prevalent in Asia as they are in the W)59.9(est )]TJ 0 -1.7244 TD [( P)30.9(eople are typically not as aware of different options for working flexibly)]TJ T* [( The mindset that one needs to be in off)19.9(ice seems more customary in Asia)]TJ T* [( M)22.8(any countries in Asia are greatly influenced by C)24.8(onfucianism, which emphasizes hierarchy)]TJ T* ( Asians seem to support the concept of 峢armony in their lives.)Tj -1.0931 -2.3658 TD (Employees, with the skill, knowledge, and creativity that they bring to work, are crucial company)Tj 0 -1.2727 TD (assets and flexible work arrangements are a tool that some companies have used to attract and)Tj T* [(retain talent. Eighty percent \(80%\) of the respondents in this study believed that FWAs were )]TJ T* (an important or very important tool for recruitment and retention of employees in the region.)Tj T* [(A)22.9(ccording to our respondents, the most important tool in talent recruitment and retention )]TJ T* [(remains to be salary)80(. )]TJ ET Q endstream endobj 10 0 obj <> endobj 11 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 12 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 54 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw [(The study found that there are many reasons why companies operating in the Asia P)30.9(acif)19.9(ic region,)]TJ 0 -1.2727 TD (similar to other regions of the world, might implement flexible work arrangements, including:)Tj /F5 1 Tf 1.0931 -2.3636 TD [( A)59(ttract and R)22.8(etain T)100(alent)]TJ 0 -1.7244 TD [( Increase employee engagement, morale, loyalty)80(, and health)]TJ T* ( Demonstrate caring nature of company culture)Tj T* ( Increase diversity in the workplace)Tj T* [( Protect the environment, by reducing traff)19.9(ic congestion)]TJ /F1 1 Tf -1.0931 -2.3658 TD [(The study also conf)19.9(irmed what has been expressed in other research conducted, that women are a)]TJ 0 -1.2727 TD [(viable, yet largely underutilized pool of talent in the region. Study participants cautioned that)]TJ T* (though FWAs are not, and should not, be designed solely for women, such arrangements are partic-)Tj T* [(ularly benef)19.9(icial for attracting and retaining female employees.)]TJ 0 -2.3636 TD (In conclusion, the ability for a company to provide flexibility to their employees in Asia is not only)Tj 0 -1.2727 TD [(dependent on the country culture; the company culture appears to play a large role too. S)30.9(uccessful)]TJ T* (implementation of programs that create effective workplaces requires a supportive organizational)Tj T* (culture, human resources policies and programs, and individual employees to be working in syner-)Tj T* [(gy)80(, as identif)19.9(ied in )]TJ /F2 1 Tf 7.9745 0 TD [(The W)59.9(ork-Life E)20.9(volution Study)]TJ /F1 1 Tf 12.2711 0 TD [(, published by the Boston C)24.8(ollege C)24.8(enter for W)59.9(ork &)]TJ -20.2456 -1.2727 TD [(F)70.2(amily in 2007. F)22.8(lexible work arrangements have proven successful for companies the world over)]TJ T* (and the )Tj /F2 1 Tf 3.4472 0 TD [(F)23(lexible W)60(ork Arrangements in Asia )]TJ /F1 1 Tf 14.721 0 TD (study highlights country culture when considering these)Tj -18.1682 -1.2727 TD (work options in the global context.)Tj ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 24.3706 33.4093 Tm 0.13725 0.12157 0.12549 scn 0 Tc 0 Tw (4)Tj ET /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 54 35.699 m 522 35.699 l S Q endstream endobj 13 0 obj <> endobj 14 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 15 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F4 1 Tf 16 0 0 16 90 706.6406 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (I Introduction and methodology)Tj /F1 1 Tf 11 0 0 11 90 674.6406 Tm [(The C)24.8(enter for W)60(ork & F)69.9(amily identif)19.9(ied flexible work arrangements \(FWAs\) in Asia P)30.9(acif)19.9(ic as an)]TJ 0 -1.2727 TD [(important area of focus for the Global W)59.9(orkforce R)22.9(oundtable in 2007. There were a number of rea-)]TJ T* (sons for this: )Tj 1.0931 -2.3636 TD [(1. )7.2(W)60.1(ork-life has been identif)19.9(ied as an important area of focus outside of the U.S. by a number of)]TJ 1.1796 -1.2727 TD [(leading researchers in the f)19.9(ield \(e.g., Bardoel et al., 2006, P)30.9(oelmans et al., 2003, G)22.8(ambles et)]TJ T* (al., 2006\). )Tj -1.1796 -2.3636 TD [(2. )9.5(R)23(ecruitment and retention appear to be signif)19.9(icant challenges facing multinational companies)]TJ 1.0433 -1.2727 TD [(in Asia. S)22.8(everal studies point to a looming talent shortage in the region \(e.g., F)69.9(arrell, 2005\). )]TJ -1.0433 -2.3636 TD 0.0247 Tw [(3. F)23(lexible work arrangements are an important tool for most members of the Global W)59.9(orkforce)]TJ 0.9524 -1.2727 TD 0.025 Tw [(R)23(oundtable. Using the study to benchmark against each other was of great interest to our)]TJ T* [(members, who felt the need to increase their knowledge of the status of FWAs in Asia P)30.9(acif)19.9(ic)]TJ T* [(as well as country-specif)19.9(ic factors that affect the implementation of such arrangements. )]TJ -0.9524 -2.3636 TD [(4. )7.7(The Global W)59.9(orkforce R)22.9(oundtable holds its next S)30.9(ummit in Shanghai; Asia was a natural geo-)]TJ 1.066 -1.2727 TD [(graphical focus for this study)80(. )]TJ -2.1591 -2.3636 TD [(The study was initiated in M)22.8(ay 2007 with the following member companies participating: C)29.9(adbury)]TJ 0 -1.2727 TD [(Schweppes, Dow Chemical C)24.8(ompany)80(, H)22.8(ewlett P)30.9(ackard, Kraf)16(t F)39.9(oods, M)22.8(erck & C)24.8(o., R)22.8(oyal Dutch Shell)]TJ T* [(and State Street C)24.8(orporation. )]TJ 0 -2.3636 TD (The study consists of two parts: )Tj 1.0931 -2.3636 TD [()-600.5(An interview between an employee of the C)24.8(enter for W)59.9(ork & F)70(amily and a company representa-)]TJ 0.9524 -1.2727 TD [(tive in the Asia P)30.9(acif)19.9(ic region who spoke about his/her company恠 regional use of FWAs. The)]TJ T* (interviewee also gave an example of a best practice in terms of a policy that has worked particu-)Tj T* (larly well in the region. )Tj -0.9524 -1.7244 TD 0.0247 Tw [( An electronic survey was sent to company representatives in eleven countries in Asia: M)22.8(ainland)]TJ 0.6228 -1.2727 TD 0.0249 Tw [(China, H)22.8(ong K)22.9(ong, India, Indonesia, J)22.8(apan, K)22.8(orea, M)22.8(alaysia, Philippines, S)22.8(ingapore, T)100(aiwan)]TJ T* (and Thailand.)Tj 5.5 0 0 5.5 173.0875 257.3964 Tm 0 Tc 0 Tw (1)Tj 11 0 0 11 181.2659 249.6726 Tm -0.0001 Tc 0.025 Tw [(A)43(ustralia and N)22.8(ew Z)22.8(ealand were excluded as they are considered similar to other)]TJ -6.581 -1.2727 TD [(W)60.1(estern countries and have been the focus of a number of studies on this topic. The survey)]TJ T* (focused on the types of FWAs each company offers in each country as well as factors that have a)Tj T* [(bearing on their implementation, such as cultural or ideological factors. Thirty-f)19.9(ive surveys)]TJ T* [(were collected, representing all eleven countries studied. N)22.8(ot all companies had representatives)]TJ T* [(in all eleven countries; therefore, the sample size for each country analysis varies. )]TJ -1.7159 -2.3658 TD [(The report also incorporates a review of the literature on flexible work arrangements in Asia P)30.9(acif)19.9(ic. )]TJ ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 582.9358 33.4093 Tm 0.13725 0.12157 0.12549 scn 0 Tc 0 Tw (5)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S BT /F3 1 Tf 9 0 0 9 90 88.2728 Tm 0.13725 0.12157 0.12549 scn (1)Tj 0.6528 -0.33 TD -0.0001 Tc 0.025 Tw [(In the interest of simplicity)80(, whenever )80(Asia Pacific region or )80(Asia is referred to in this report, we are defining this reg)]TJ 49.8157 0 TD 0 Tw (ion)Tj -49.8157 -1.2222 TD 0.025 Tw [(as consisting of the eleven countries included in the study)80(. )]TJ ET Q endstream endobj 16 0 obj <> endobj 17 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 18 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F4 1 Tf 16 0 0 16 54 706.6406 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (II How to use this report)Tj /F1 1 Tf 11 0 0 11 54 674.6406 Tm (The report is directed to the following audiences: )Tj 1.0931 -2.3636 TD -0.0002 Tc 0 Tw ( )Tj /F5 1 Tf 0.6228 0 TD -0.0001 Tc 0.025 Tw (Global representatives at headquarters. )Tj /F1 1 Tf 16.7079 0 TD (The report helps global representatives gain a better)Tj -16.7079 -1.2727 TD (understanding of the prevalence of FWAs in Asia as well as an understanding of the various )Tj T* (factors that affect the introduction and implementation of such practices in various countries.)Tj T* (The report gives an overview of best practices as well as some global FWA policies that )Tj T* (companies use. )Tj -0.6228 -2.3636 TD -0.0002 Tc 0 Tw ( )Tj /F5 1 Tf 0.6228 0 TD -0.0001 Tc 0.025 Tw [(C)24.8(ountry HR representatives. )]TJ /F1 1 Tf 12.3165 0 TD (This report serves a benchmarking purpose and gives members )Tj -12.3165 -1.2727 TD [(of the Global W)59.9(orkforce R)22.8(oundtable an opportunity to learn what other companies are doing )]TJ T* (in terms of flexible work arrangements in various parts of Asia. In an appendix to this report,)Tj T* (contact information for the representatives who participated in this study has been provided. )Tj -0.6228 -2.3636 TD -0.0002 Tc 0 Tw ( )Tj /F5 1 Tf 0.6228 0 TD -0.0001 Tc 0.025 Tw [(W)60.1(ork-Life representatives considering implementing flexible work arrangements in Asia.)]TJ /F1 1 Tf 38.1402 0 TD 0 Tw (This)Tj -38.1402 -1.2727 TD 0.025 Tw (report gives an overview of what leading international companies are presently doing in the)Tj T* (region. As such, it can serve as a guide in terms of factors to consider before introducing FWAs)Tj T* (in the region.)Tj ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 24.2803 33.4093 Tm 0.13725 0.12157 0.12549 scn 0 Tc 0 Tw (6)Tj ET /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 54 35.699 m 522 35.699 l S Q endstream endobj 19 0 obj <> endobj 20 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 21 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F4 1 Tf 16 0 0 16 90 706.6406 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (III Flexible work arrangements in Asia Pacific )Tj /F1 1 Tf 11 0 0 11 90 674.6406 Tm (In Asia, flexible working arrangements \(FWAs\) are generally not widely used and relatively few)Tj 0 -1.2727 TD [(studies on the practice have been carried out \(Chow & Chew)80(, 2006\). There is, however)80(, evidence)]TJ T* (that indicates the need for increased use of flexible work arrangements in the region. As economies)Tj T* [(in Asia grow)80(, more women are entering the workforce. The dual-earning couple becomes the norm,)]TJ T* (so national governments and global companies are increasingly looking at ways to introduce work-)Tj T* [(life policies that will accommodate this new reality)80(. Indeed, this study found that many leading)]TJ T* (multinational companies have either introduced innovative flexible work arrangements in many)Tj T* (countries of Asia, are in the process of doing so, or plan to do so in the near future.)Tj 0 -2.3636 TD (Differences in historical, political, economic, social, and cultural context of countries in the region)Tj 0 -1.2727 TD [(will def)19.9(ine assumptions regarding division of labor and role expectations at work and within the)]TJ T* [(family \(K)22.8(omarraju, 2006\) and will affect employees outlook on work-family matters, including flexi-)]TJ T* [(ble work arrangements. While there is a strong case for family-friendly policies in the Asia P)30.9(acif)19.9(ic)]TJ T* (region, managers must be aware that arrangements that have been successful in the west do not)Tj T* (necessarily translate well to collectivist cultures.)Tj 5.5 0 0 5.5 311.3697 488.3644 Tm 0 Tc 0 Tw (2)Tj 11 0 0 11 320.3229 480.6406 Tm -0.0001 Tc 0.025 Tw (There is sometimes a tendency for multinational)Tj -20.9384 -1.2727 TD (companies to implement HR policies from headquarters to subsidiaries based on a premise of 峛est)Tj T* [(practice \(P)30.9(oelmans, 2003\). )]TJ 0 -2.3636 TD [(This report aims to increase global companies awareness of the specif)19.9(ic parameters that need to be)]TJ 0 -1.2727 TD [(considered when implementing FWAs in various parts of the Asia P)30.9(acif)19.9(ic region. )]TJ 0 -2.3636 TD [(This section gives an overview of flexible work arrangements in Asia P)30.9(acif)19.9(ic. It includes some statis-)]TJ 0 -1.2727 TD (tics regarding the number of companies offering formal FWA programs, as well as the estimated)Tj T* (demand for such arrangements. There is also an outline of the most common types of arrange-)Tj T* (ments offered. )Tj /F3 1 Tf 14 0 0 14 90 294.6646 Tm [(F)40(ormal policies on FWAs)]TJ /F1 1 Tf 11 0 0 11 90 274.6646 Tm (As can be seen in Diagram 1, 57% of respondents indicated that their company has a formal FWA)Tj T* (policy in their country of operation. In some cases, a company had a formal FWA policy in some)Tj T* (countries and not in other countries. This may suggest that the company is at different stages of)Tj T* (implementation in different countries. )Tj 0 -2.3636 TD [(F)40.1(orty-eight percent of respondents indicated that their FWAs were offered to all employees and an)]TJ 0 -1.2727 TD [(equal amount \(48%\) said they offered such arrangements only to full-time employees. Only one)]TJ T* (respondent indicated that flexible work arrangements were offered only to those in certain ranks )Tj T* (or positions. )Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 582.6758 33.4093 Tm 0.13725 0.12157 0.12549 scn 0 Tc 0 Tw (7)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S BT /F3 1 Tf 9 0 0 9 90 110.2728 Tm 0.13725 0.12157 0.12549 scn (2)Tj 0.7639 -0.33 TD -0.0001 Tc 0.025 Tw [(A collectivist society)80(, as defined by Geert Hofstede, is one where people are integrated into strong, cohesive in-groups,)]TJ 0 -1.2222 TD (often extended families \(with uncles, aunts and grandparents\). This group protects them, in exchange for unquestioning)Tj T* [(loyalty)80(. 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T)100.1(raff)20(ic is a particularly common problem in J)23(apan, where long com-)]TJ T* [(muting times of)16.1(ten encourage employers to offer flexible work hours, and in Indonesia, where the local)]TJ T* [(government imposes car-pooling requirements for central business districts at certain times of the day)80.3(. )]TJ 0 -2.3636 TD -0.0001 Tc (Other reasons to grant flextime mentioned by respondents included compensation for overtime,)Tj 0 -1.2727 TD [(education \(e.g., taking an evening class\), f)19.9(itness, doctor恠 appointment, and different personal needs. )]TJ /F3 1 Tf 14 0 0 14 90 579.8411 Tm (Global policies on FWAs )Tj /F1 1 Tf 11 0 0 11 90 559.8411 Tm [(M)23(any companies bear witness to how a global policy on flexibility or diversity gets translated and)]TJ T* [(adapted at the country level. S)22.8(ome examples: )]TJ /F5 1 Tf 0 -2.3636 TD [(H)22.9(ewlett P)30.9(a)0(ckard)]TJ /F1 1 Tf 7.1833 0 TD (has a worldwide policy promoting a diverse workforce which is a main driver)Tj -7.1833 -1.2727 TD (behind the introduction of FWAs in the region. )Tj 0 -2.3636 TD -0.0592 Tc 0 Tw [(At)-59( )]TJ /F5 1 Tf 1.2057 0 TD -0.0001 Tc 0.025 Tw [(R)23(oyal Dutch Shell)]TJ /F1 1 Tf 7.583 0 TD [(, there is a general encouragement from C)24.8(orporate H)22.8(eadquarters to push for-)]TJ -8.7886 -1.2727 TD (ward with flexible work arrangements. This gives good guidance and incentive, but at the same time)Tj T* [(each country is allowed to implement the policy that best f)19.9(its the cultural, legal, and political realities)]TJ T* [(in that country)80(. It is a fairly decentralized process, where the company makes use of best practices)]TJ T* [(carried out somewhere else. \(F)39.9(or example, Shell in M)22.8(alaysia has carried out some pioneering work)]TJ T* [(regarding FWAs, which will be developed further in the S)22.8(ection V of this report\). )]TJ 0 -2.3636 TD 0 Tw (The )Tj /F5 1 Tf 1.9037 0 TD 0.025 Tw [(Dow Chemical C)24.8(ompany)]TJ /F1 1 Tf 10.8379 0 TD (has established global guidelines for FWAs. As such, there is a global)Tj -12.7416 -1.2727 TD (message and a general culture to encourage FWAs, but each country may have a different arrange-)Tj T* [(ment, based on specif)19.9(ic business realities, labor laws, and customs. )]TJ 0 -2.3636 TD [(Dow恠 global guidelines outline FWAs and indicate what they are \(formal, voluntary)80(, ongoing modi-)]TJ 0 -1.2727 TD [(f)19.9(ications to a full-time employee恠 schedule or locations\) and what they are not \(accommodations to)]TJ T* (personal needs at the expense of business needs\). It also names critical success factors for a typical)Tj T* (FWA, such as flextime \(e.g., ensuring adequate coverage to optimize customer responsiveness\) as)Tj T* (well as expectations on employees \(be accessible, communicate\) and leaders \(consider core hours)Tj T* (when all employees must be present\). )Tj /F3 1 Tf 14 0 0 14 90 209.8651 Tm 0 Tw (Drivers )Tj /F1 1 Tf 11 0 0 11 90 189.8651 Tm 0.025 Tw (What motivates global companies to introduce flexible work arrangements in a region with coun-)Tj T* [(tries that seemingly are very different from their counterparts in the W)59.9(est? It is clear from this study)]TJ T* (that companies differ widely in terms of the degree to which they think their employees demand)Tj T* (FWAs, as well as whether or not FWAs are seen as an important tool in recruitment and retention.)Tj T* (While there is a general direction and drive in many companies to encourage the use of flexible)Tj T* (work arrangements on a global scale, utilization rates are not as high in Asia as in the U.S. )Tj 0 -2.3636 TD (Still, there are some factors which are clearly driving the introduction of flexible work arrangements)Tj 0 -1.2727 TD (in Asia as a whole: )Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.9863 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (15)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S Q endstream endobj 100 0 obj <> endobj 101 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 102 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 66.024 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw ( )Tj /F5 1 Tf 0.6228 0 TD -0.0001 Tc 0.025 Tw [(R)23(ecruitment and retention.)]TJ /F1 1 Tf 11.7623 0 TD [(The shortage of talent in Asia is a reality)80(. 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F)70(actors that might attract new employees may be to provide support for children)50(恠)]TJ T* (education or to help a family relocate to a community with more child care facilities.)Tj /F3 1 Tf 14 0 0 14 90 619.8411 Tm -0.0001 Tc (Obstacles to introducing FWAs in the region)Tj /F1 1 Tf 11 0 0 11 90 599.8411 Tm (The obstacles to introducing FWAs vary across Asia and will be discussed in more depth in the)Tj T* [(country analysis section of this report \(S)22.8(ection V\). It is still of interest to look at some of the aggre-)]TJ T* [(gate results for the region. The section below is divided into two parts: the f)19.9(irst cites obstacles that)]TJ T* (are typically stated, regardless of geography; the second lists those that appear unique to the region. )Tj /F2 1 Tf 0 -2.3636 TD (Global Obstacles )Tj /F1 1 Tf 0 -1.816 TD (The obstacles cited by the survey respondents are common stumbling blocks to implementing flexi-)Tj 0 -1.2727 TD (ble work arrangements, and are consistent with hurdles expressed by managers all over the world.)Tj T* [(\(C)24.8(enter for W)59.9(ork & F)70(amily)80(, 2007\))]TJ 1.0931 -2.3636 TD 0.0247 Tw [( 6 out of 27 said 峬anager恠 resistance was the most important obstacle. 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Small housing tends to be a problem in J)22.8(apan, H)22.9(ong K)22.8(ong and S)22.8(ingapore, for)]TJ T* (example, which complicates working from home. One respondent mentioned that both technol-)Tj T* (ogy and infrastructure were major impediments to implementing FWAs across Asia. There may)Tj T* (be large variations between companies here, in terms of the technology the company can pro-)Tj T* (vide and where employees are located. )Tj -1.7159 -2.3636 TD -0.0242 Tc [(One respondent mentioned the complications that can arise when an employee in J)22.7(apan, for example, has)]TJ 0 -1.2727 TD [(a supervisor based in M)22.8(ichigan. This supervisor may grant the employee a certain FWA that has not been)]TJ T* [(formally approved by the HR department in J)22.8(apan. 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Dev)80(., Asia Pacific)]TJ /F1 1 Tf 11 0 0 11 54 185.1611 Tm (In an interview with one representative, it was noted that there was still a need for global headquar-)Tj 0 -1.2727 TD [(ters to pay more attention to the schedule of employees in Asia. T)100(oo of)16(ten, late night calls with coun-)]TJ T* [(terparts in the US are expected. Also, local holidays and traditions are not honored, more from a)]TJ T* (lack of understanding than ill will. As a consequence, there is a need to share the burden of commu-)Tj T* (nication across time zones, supported through flexible work arrangements. )Tj 0 -2.3636 TD (In conclusion, the study found that the demand for flexible work arrangements varies across the)Tj 0 -1.2727 TD [(Asia P)30.9(acif)19.9(ic region, with some countries showing a strong demand, most notably J)22.8(apan, and other)]TJ T* (parts of the region where there is less demand for this type of practice \(e.g., India and Thailand\). )Tj ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.5566 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (18)Tj ET 0.13725 0.12157 0.12549 SCN 54 35.699 m 522 35.699 l S Q endstream endobj 109 0 obj <> endobj 110 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 111 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 90 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (The majority of companies \(80%\) in the study view flexible work arrangements as an )Tj /F2 1 Tf 36.2424 0 TD 0 Tw (important)Tj /F1 1 Tf 3.9829 0 TD 0.025 Tw (, or a)Tj /F2 1 Tf -40.2253 -1.2727 TD (very important)Tj /F1 1 Tf 5.8353 0 TD (, tool in recruitment and retention. While other factors tend to weigh more heavily in)Tj -5.8353 -1.2727 TD [(the war for talent, most notably salary)80(, company reputation and status, and rapid advancement, it)]TJ T* (appears that for most companies, FWAs are an important part of the employee value proposition.)Tj T* (There are a number of factors driving this development, such as more women entering the work-)Tj T* [(force, diff)19.9(icult commuting times, generational shif)16(t of values, technological advancements, and a)]TJ T* (global economy requiring unusual working hours. )Tj 0 -2.3636 TD [(As in the W)59.9(est, there are still obstacles to implementing FWAs, such as employee and managerial)]TJ 0 -1.2727 TD [(resistance. Cultural components also enter into the picture, and these will be discussed in S)22.8(ection V)110(,)]TJ T* [(C)24.8(ountry Analysis. )]TJ 0 -2.3636 TD -0.0061 Tc (The next section outlines three company examples of 峛est practices in terms of introducing flexible)Tj 0 -1.2727 TD [(work arrangements in the Asia P)30.8(acif)19.9(ic region. )]TJ ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.3308 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (19)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S Q endstream endobj 112 0 obj <> endobj 113 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 114 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 0.90196 0.90588 0.9098 scn 54.25 72.25 467.5 542.31 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 0.5 w 10 M []0 d /GS2 gs 54.25 614.56 467.5 -542.31 re S BT /F4 1 Tf 16 0 0 16 54 706.6406 Tm 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (IV Best Practice Examples )Tj /F1 1 Tf 11 0 0 11 54 674.6406 Tm [(The following section outlines examples of F)22.8(lexible W)59.9(ork Arrangements that have worked particu-)]TJ 0 -1.2727 TD [(larly well for the Global W)59.9(orkforce R)22.9(oundtable member companies in Asia. Each case gives a brief)]TJ T* (description of the arrangement or package of FWAs offered, the contributing success factors, and)Tj T* (also comments on utilization rates. )Tj ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 21.6814 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (20)Tj ET 2 w 54 35.699 m 522 35.699 l S BT /F3 1 Tf 14 0 0 14 61.3757 589.9468 Tm -0.0001 Tc 0.025 Tw [(ROY)70(AL DUTCH SHELL )]TJ /F5 1 Tf 11 0 0 11 61.3757 569.9468 Tm [(Description of F)22.8(lexible W)60(ork Arrangement)]TJ /F1 1 Tf T* (A package of FWA offered to all employees, consisting of the following: )Tj 1.0931 -2.3636 TD 0.0242 Tw [( W)60.1(orking from home \(most common\))]TJ 0 -1.7244 TD 0.024 Tw [( C)29.9(areer breaks sabbatical)]TJ T* 0.0247 Tw [( F)23(lexible hours. There are standard working hours, but subject to the operational require-)]TJ 0.6228 -1.2727 TD 0.025 Tw (ments, employees may discuss and agree with their supervisors on different start and end)Tj T* (times to suit their needs)Tj -0.6228 -1.7244 TD 0.0211 Tw [( J)31.1(ob-sharing )]TJ T* 0.024 Tw [( P)31.1(art-time, work 2-4 days )]TJ /F5 1 Tf -1.0931 -2.3636 TD -0.0002 Tc 0 Tw (Location)Tj /F1 1 Tf 0 -1.2727 TD -0.0001 Tc 0.0249 Tw [(S)23.1(ingapore. Shell was awarded 岴mployer of the Y)90(ear by H)30.9(uman R)22.8(esources M)22.8(agazine in 2007;)]TJ T* [(selected as having one of the best FWA offerings in the country)79.9(. )]TJ /F5 1 Tf 0 -2.3636 TD [(N)31.1(umber of Employees at location:)]TJ /F1 1 Tf 0 -1.2727 TD -0.0242 Tc (2,400 employees, predominantly local employees, but a large number of expatriates \(more than 12%\). )Tj /F5 1 Tf 0 -2.3636 TD -0.0001 Tc [(S)31.1(uccess factors \(e.g., top management support, composition of workforce\) )]TJ /F1 1 Tf 0 -1.2727 TD (The primary reason for success is not each individual arrangement, but the entire FWA package.)Tj T* [(The international mind-set of employees in S)22.8(ingapore increases demand for FWAs and has con-)]TJ T* (tributed to the success. Being a regional HQ it makes sense to implement measures that are in)Tj T* (sync with global operations and employees welcome this. )Tj /F5 1 Tf 0 -2.3636 TD (Offered to: )Tj /F1 1 Tf 4.8293 0 TD (All employees )Tj /F5 1 Tf -4.8293 -2.3636 TD (Utilization rate)Tj /F1 1 Tf 0 -1.2727 TD [(Diff)19.9(icult to track, since FWAs are determined by the individual employee and his or her manag-)]TJ T* [(er)80(. Currently)80(, only career breaks and part-time are being tracked, but further down the line, the)]TJ T* (company might do more tracking. )Tj /F5 1 Tf 0 -2.3636 TD (Effectiveness measures/business case)Tj /F1 1 Tf 0 -1.2727 TD [(H)23(ard to measure the effectiveness rate, but FWA is one important component of the Employee)]TJ T* [(V)70.1(alue Proposition. M)22.8(any people join Shell mid-career because the company is seen as a caring)]TJ T* (employer who will cater to employee恠 work-life needs. )Tj ET Q endstream endobj 115 0 obj <> endobj 116 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 117 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 0.90196 0.90588 0.9098 scn 90.25 258.497 467.5 461.253 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 0.5 w 10 M []0 d /GS2 gs 90.25 719.75 467.5 -461.253 re S BT /F3 1 Tf 14 0 0 14 97.38 696.6889 Tm 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (DOW CHEMICAL COMPANY )Tj /F5 1 Tf 11 0 0 11 97.38 676.6888 Tm [(Description of F)22.9(lexible W)59.9(ork Arrangement)]TJ /F1 1 Tf 0 -1.2727 TD [(F)23(lexible work hours, commonly known as flex time, was one of the key options within Dow恠)]TJ T* [(flexible work arrangement package which has been particularly successful. 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The arrangement allows people to come in early or stay late, and was created to help)Tj T* (employees handle excessive commuting times, and childcare responsibilities. )Tj /F5 1 Tf 0 -2.3636 TD -0.0002 Tc 0 Tw (Location)Tj /F1 1 Tf 0 -1.2727 TD -0.0001 Tc 0.025 Tw (Offered in all 13 countries across Asia; has operated successfully for several years. )Tj /F5 1 Tf 0 -2.3636 TD [(N)31.1(umber of Employees at location:)]TJ /F1 1 Tf 0 -1.2727 TD (10-700, depending on site, predominantly local employees, some expatriates \(less than 10%\) )Tj /F5 1 Tf 0 -2.3636 TD [(S)31.1(uccess factors \(e.g., top management support, composition of workforce\) )]TJ /F1 1 Tf 1.0931 -1.2727 TD 0.0244 Tw [( T)100.1(op managers were champions of the program. )]TJ 0 -1.7244 TD 0.0247 Tw ( Each country set individual policy to meet local needs, and communicated the program to )Tj 0.6228 -1.2727 TD 0.025 Tw (all employees. )Tj -0.6228 -1.7244 TD 0.0247 Tw [( C)24.8(ompany listened to the needs of employees, the realization that flexibility can be a )]TJ 0.6228 -1.2727 TD 0.025 Tw [(temporary need coupled with common sense: if an employee really needs flexibility)80(, give )]TJ T* (it to him/her! )Tj /F5 1 Tf -1.7159 -2.3636 TD (Offered to: )Tj /F1 1 Tf 4.8293 0 TD (All employees. )Tj /F5 1 Tf -4.8293 -2.3636 TD (Utilization rate)Tj /F1 1 Tf 1.0931 -1.2727 TD 0.0247 Tw [( N)23(o)0( formal tracking, but estimate that all employees use it from time to time.)]TJ 0 -1.7244 TD [( The majority of employees still come in during regular off)19.9(ice hours on most days in order )]TJ 0.6228 -1.2727 TD 0.025 Tw [(to serve external customers and internal clients. S)30.9(uccessful implementation is due to good)]TJ T* (back-up in each work group. )Tj -0.6228 -1.7244 TD 0.0246 Tw [( F)23(lex-time is becoming industry practice in many countries in the P)30.9(acif)19.9(ic. )]TJ ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.5811 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (21)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f 2 w 90 35.699 m 558 35.699 l S Q endstream endobj 118 0 obj <> endobj 119 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 120 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 0.90196 0.90588 0.9098 scn 54.25 300.599 467.5 419.151 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 0.5 w 10 M []0 d /GS2 gs 54.25 719.75 467.5 -419.151 re S BT /F3 1 Tf 14 0 0 14 61.38 696.5718 Tm 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (HEWLETT PACKARD )Tj /F5 1 Tf 11 0 0 11 61.38 676.5718 Tm [(Description of F)22.9(lexible W)59.9(ork Arrangement)]TJ /F1 1 Tf 0 -1.2727 TD [(F)57(rom all of the FWAs that HP offers, the most successful is the work-at home option in China.)]TJ T* [(S)31.1(ubject to business needs, employees are offered a work-at-home program in China where they)]TJ T* (can spend 1-2 days a week working from home. )Tj 1.0931 -2.3636 TD 0.0247 Tw [( P)31.1(olicy contributes to f)19.9(inancial savings for the company \(employees are required to share sit-)]TJ 0.6228 -1.2727 TD 0.025 Tw [(ting areas with peers, no need for off)19.9(ice expansion and cost is therefore reduced\).)]TJ -0.6228 -1.7244 TD 0.0246 Tw [( F)40.1(emale professionals experience less stress from trying to balance work-life. )]TJ /F5 1 Tf -1.0931 -2.3636 TD -0.0002 Tc 0 Tw (Location)Tj /F1 1 Tf 0 -1.2727 TD -0.0001 Tc (China. )Tj /F5 1 Tf 0 -2.3636 TD 0.025 Tw [(N)31.1(umber of Employees at location:)]TJ /F1 1 Tf 1.0931 -1.2727 TD 0.023 Tw ( 5,000 employees)Tj 0 -1.7244 TD 0.0245 Tw ( Predominantly local, some expatriates \(less than 10%\) )Tj /F5 1 Tf -1.0931 -2.3636 TD 0.025 Tw [(S)31.1(uccess factors \(e.g., top management support, composition of workforce\) )]TJ /F1 1 Tf 1.0931 -1.2727 TD 0.0247 Tw [( S)31.1(uccess not related to composition of workforce, but rather real estate savings. )]TJ /F5 1 Tf -1.0931 -2.3636 TD 0.025 Tw (Offered to: )Tj /F1 1 Tf 4.8293 0 TD (All employees )Tj /F5 1 Tf -4.8293 -2.3636 TD (Utilization rate)Tj /F1 1 Tf 0 -1.2727 TD (50% of employees in China.)Tj /F5 1 Tf 0 -2.3636 TD (Effectiveness measures/business case )Tj /F1 1 Tf 0 -1.2727 TD [(N)23(o)0( system tracking, but visible results in terms of cost reduction for company: no need to )]TJ T* [(expand off)19.9(ice area.)]TJ ET 0.90196 0.90588 0.9098 scn 0 755.191 522 36.839 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.061 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (22)Tj ET 2 w 54 35.699 m 522 35.699 l S Q endstream endobj 121 0 obj <> endobj 122 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 123 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F4 1 Tf 16 0 0 16 90 706.6406 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (V Country analysis )Tj /F1 1 Tf 11 0 0 11 90 674.6406 Tm (In the following section, an analysis of flexible work arrangements in each of the eleven countries)Tj 0 -1.2727 TD (included in the study is provided. In addition to the analysis of the surveys collected from our)Tj T* [(respondents, relevant f)19.9(indings from the academic literature have also been included. S)22.8(ome basic)]TJ T* (data regarding the country恠 economic status as well as other indicators that have a direct bearing )Tj T* [(on work-life \(maternity leave for women, governmental support for work/family)80(, availability of )]TJ T* [(childcare, gender ideology)80(, etc.\) are also presented. )]TJ 0 -2.3636 TD (List rankings from the NOP)Tj 5.5 0 0 5.5 220.2427 586.3644 Tm 0 Tc 0 Tw (4)Tj 11 0 0 11 226.2863 578.6406 Tm -0.0001 Tc 0.025 Tw [(W)60.1(orld恠 W)59.9(ork-life Index 2004 for each country are also included,)]TJ -12.3897 -1.2727 TD (where available. This index compares the work-life ratio for each country based on the global popu-)Tj T* (lation surveyed. 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It is a wholly-owned subsidiary of UK-based United)]TJ 0 -1.2222 TD [(Business Media, a provider of business information services to the technology)80(, healthcare, media, automotive, financial)]TJ T* (services and property industries.)Tj ET Q endstream endobj 124 0 obj <> endobj 125 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 126 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 1 1 1 scn 55 194.995 466 116.998 re f /Cs6 CS 0.81961 0.82745 0.83137 SCN 0 J 0 j 2 w 10 M []0 d /GS2 gs 55 311.993 466 -116.998 re S 0.90196 0.90588 0.9098 scn /GS1 gs 54.25 481.75 467.5 238 re f 0.13725 0.12157 0.12549 SCN 0.5 w /GS2 gs 54.25 719.75 467.5 -238 re S 0.81961 0.82745 0.83137 SCN 2 w 154.946 307.355 m 154.946 199.601 l 252.513 307.355 m 252.513 199.601 l 330.9 307.355 m 330.9 199.6 l 428.468 307.356 m 428.468 199.601 l S BT /F6 1 Tf 12 0 0 12 59.976 702.1172 Tm 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (Mainland China )Tj ET 0.73333 0.74118 0.75294 SCN 59.976 667.141 m 516.024 667.141 l S BT /F3 1 Tf 11 0 0 11 59.976 674.1172 Tm [(Population:)-25776(1.3 billion)]TJ ET 59.976 644.141 m 516.024 644.141 l S BT 11 0 0 11 59.976 651.1172 Tm [(GDP per capita: )-23654.1($7,700)]TJ ET 59.976 621.141 m 516.024 621.141 l S BT 11 0 0 11 59.976 628.1172 Tm [(% of population below poverty line: )-15496.9(10%)]TJ ET 59.976 598.141 m 516.024 598.141 l S BT 11 0 0 11 59.976 605.1172 Tm [(Minimum # of paid days off: )-18263.2(7)]TJ ET 59.976 575.141 m 516.024 575.141 l S BT 11 0 0 11 59.976 582.1172 Tm [(F)40(emale labor force participation:)-17059.9(50%)]TJ ET 59.976 552.141 m 516.024 552.141 l S BT 11 0 0 11 59.976 559.1172 Tm [(Required paid maternity leave:)-17920(90 days at 100% pay)]TJ ET 59.976 529.141 m 516.024 529.141 l S BT 11 0 0 11 59.976 536.1172 Tm [(W)60.2(omen comprise 38% of the labor force \(China Labour Statistics Y)90(earbook, 2005, pp. 20-4\). )]TJ 0 -2.0909 TD (Less than 10% of Mainland Chinese females leave the work force due to marriage and childbirth)Tj 0 -1.2727 TD (\(Chien & Yi, 2002\). )Tj 14 0 0 14 54 452.1412 Tm (Attraction and retention of employees )Tj /F1 1 Tf 11 0 0 11 54 432.1412 Tm [(T)80.1(wo tables are provided, listing how each company assessed the demand for flexible work arrange-)]TJ T* [(ments and the use of FWAs as a tool for attraction and retention of employees in M)22.8(ainland China.)]TJ T* (In terms of demand for flexible work arrangements, respondents were asked to rate whether)Tj T* [(demand was very strong, strong, not very strong or not at all strong. F)39.9(or FWAs as a tool in recruit-)]TJ T* (ment and retention, respondents were similarly asked to rate the importance on a scale ranging)Tj T* (from 峷ery important to 峮ot at all important. These tables will be shown for each country in this)Tj T* 0 Tw (section. )Tj /F6 1 Tf 0.5433 -2.3636 TD 0.025 Tw [(T)100.2(able 1: Demand for flexible work arrangements in China )]TJ ET 0.81961 0.82745 0.83137 SCN 59.976 289.141 m 516.024 289.141 l S BT /F3 1 Tf 11 0 0 11 175.1336 296.1172 Tm [(V)60.2(ery Strong )-4125.1(Strong )-3269(Not very strong )-1440.2(Not at all strong )]TJ ET 59.976 266.141 m 516.024 266.141 l S BT 11 0 0 11 59.976 273.1172 Tm (Dow Chemical )Tj /F6 1 Tf 12.5694 0 TD 0 Tc 0 Tw (X)Tj ET 59.976 243.141 m 516.024 243.141 l S BT /F3 1 Tf 11 0 0 11 59.976 250.1172 Tm -0.0001 Tc 0.025 Tw (Hewlett Packard *)Tj ET 59.976 220.141 m 516.024 220.141 l S BT 11 0 0 11 59.976 227.1172 Tm [(Kraft F)39.9(oods )]TJ /F6 1 Tf 21.013 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -21.013 -2.0909 TD -0.0001 Tc 0.025 Tw [(Merck & C)24.8(o. )]TJ /F6 1 Tf 37.5599 0 TD 0 Tc 0 Tw (X)Tj /F7 1 Tf 10 0 0 10 59.976 181.1172 Tm -0.0001 Tc 0.025 Tw (* Has not measured this among employees )Tj ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 21.9011 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (24)Tj ET 0.13725 0.12157 0.12549 SCN 54 35.699 m 522 35.699 l S Q endstream endobj 127 0 obj <> endobj 128 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 129 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 1 1 1 scn 91 572.996 466 127.004 re f /Cs6 CS 0.81961 0.82745 0.83137 SCN 0 J 0 j 2 w 10 M []0 d /GS2 gs 91 700 466 -127.004 re S 190.946 694.797 m 190.946 577.674 l 254.826 694.797 m 254.826 577.674 l 321.706 694.797 m 321.706 577.674 l 428.586 694.797 m 428.586 577.674 l 503.466 694.797 m 503.466 577.674 l S BT /F6 1 Tf 11 0 0 11 95.976 711.8171 Tm 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw [(T)100.2(able 2: Flexible work arrangements as tool in attraction and retention of employees in China)]TJ /F3 1 Tf 10.4897 -2.3658 TD [(V)60.2(ery )-3056.1(Important)-1479(Neither important)-3002.8(Not very)-3435.5(Not)]TJ ET 95.976 664.817 m 552.024 664.817 l S BT 11 0 0 11 197.807 671.7931 Tm [(Important)-8088.1(nor unimportant)-3009.2(important)-2923.3(at all)]TJ ET 95.976 641.817 m 552.024 641.817 l S BT 11 0 0 11 95.976 648.7931 Tm (Dow Chemical )Tj /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj ET 95.976 618.817 m 552.024 618.817 l S BT /F3 1 Tf 11 0 0 11 95.976 625.7931 Tm -0.0001 Tc 0.025 Tw (Hewlett Packard )Tj /F6 1 Tf 11.0705 0 TD 0 Tc 0 Tw (X)Tj ET 95.976 595.817 m 552.024 595.817 l S BT /F3 1 Tf 11 0 0 11 95.976 602.7931 Tm -0.0001 Tc 0.025 Tw [(Kraft F)39.9(oods )]TJ /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -17.3672 -2.0909 TD -0.0001 Tc 0.025 Tw [(Merck & C)24.8(o. )]TJ /F6 1 Tf 33.2596 0 TD 0 Tc 0 Tw (X)Tj /F1 1 Tf -33.8028 -3.3636 TD -0.0001 Tc 0.025 Tw [(A)22.9(ccording to HR M)22.8(agazine \(F)39.9(ox, 2007\) human resources professionals in China are facing consid-)]TJ 0 -1.2727 TD [(erable challenges in terms of f)19.9(inding, recruiting, and retaining skilled employees who can thrive in)]TJ T* [(W)60.1(estern-style multinational company cultures. There are two main contributing factors: )]TJ 1.0931 -2.3636 TD 0 Tc 0 Tw ()Tj /F2 1 Tf 0.6342 0 TD 0.0052 Tc 0.025 Tw [(T)100.2(alent shortage. )]TJ /F1 1 Tf 6.5811 0 TD 0.0059 Tc [(A study by McKinsey Global Institute \(F)70(arrell, 2005\), covering a broad spec-)]TJ -6.5811 -1.2727 TD [(trum of businesses and surveying more than 80 H)31(uman R)22.8(esources managers, found that 峫ess)]TJ T* [(than 10% of Chinese job candidates, on average, are suitable for work in a foreign company)80.2(.)]TJ T* [(F)50.1(urther)80(, the Institute estimates that 75,000 business leaders will be needed in China in the)]TJ T* [(next ten years. The current availability is estimated at 3,000 to 5,000 \(F)70.1(arrell, 2005\).)]TJ T* (Aggravating the problem is a rising number of young Chinese who go abroad to obtain an edu-)Tj T* (cation and remain abroad. )Tj -0.6342 -1.7244 TD -0.0002 Tc 0 Tw ( )Tj /F2 1 Tf 0.6228 0 TD [(T)100(urnover)79.9(. )]TJ /F1 1 Tf 3.9806 0 TD -0.0001 Tc 0.025 Tw (The average retention period of an employee in Shanghai is just 1.8 years. HR man-)Tj -3.9806 -1.2727 TD [(agers are among the most diff)19.9(icult to keep \(Economist, 2007\). )]TJ -1.7159 -2.3636 TD [(As can be seen from T)100(ables 1 and 2 above, companies in our study vary widely in their perception of)]TJ 0 -1.2727 TD (whether or not there is a strong demand for FWAs as well as whether FWAs are an important tool)Tj T* (in recruitment and retention. One company representative said that people have not really been)Tj T* [(demanding FWAs, but increasingly)80(, people are starting to ask if they can be compensated for late)]TJ T* (night calls. Also, in job interviews, candidates ask if there is a great deal of overtime involved. )Tj ET 0.73333 0.74118 0.75294 SCN 144 261.825 m 504 261.825 l S BT /F7 1 Tf 10 0 0 10 144 242.8251 Tm [(嶹)59.9(ork/life has never really been discussed before, but more and more, people are starting)]TJ 0 -1.7 TD (to respect their own voice. )Tj ET 144 186.801 m 504 186.801 l S BT /F6 1 Tf 10 0 0 10 360.6074 199.825 Tm [(W)60.2(orkforce planning leader for Asia )]TJ /F1 1 Tf 11 0 0 11 90 157.0251 Tm [(When asked to rank the f)19.9(ive most important factors in recruitment and retention, all four respond-)]TJ 0 -1.2727 TD (ing companies placed )Tj /F2 1 Tf 9.4358 0 TD [(salary or quick advancement/increased responsibilities f)19.9(irst)]TJ /F1 1 Tf 23.0618 0 TD (. This can be compared)Tj -32.4976 -1.2727 TD [(with f)19.9(indings from the 2007 F)22.8(light of H)30.9(uman T)100(alent S)30.9(urvey by SHRM and Development)]TJ T* (Dimensions International \(DDI\), which found that the top two reasons for turnover in China was)Tj T* (lack of growth and development \(cited by 53% of employees and 54% of HR professionals\), and bet-)Tj T* (ter career opportunities elsewhere \(cited by 42% of employees and 70% of HR professionals\). Our)Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.4663 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (25)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f 0.13725 0.12157 0.12549 SCN 90 35.699 m 558 35.699 l S Q endstream endobj 130 0 obj <> endobj 131 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 132 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 54 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw [(f)19.9(indings are also supported by a study conducted by M)22.8(ercer \(2006\), who surveyed 114 organizations)]TJ 0 -1.2727 TD (in China and found that the top three methods for attracting and retaining staff were: )Tj 1.0931 -2.3636 TD 0.0243 Tw [( A)59.1(ttractive salary and benef)19.9(its packages \(23%\) )]TJ 0 -1.2727 TD ( Opportunities for career development \(19%\) )Tj T* [( M)23(eaningful and creative work \(7%\) )]TJ /F3 1 Tf 14 0 0 14 54 593.8411 Tm 0.025 Tw [(T)80.2(ypes of flexible work arrangements )]TJ /F1 1 Tf 11 0 0 11 54 573.8411 Tm (The most common arrangements offered by our respondents in China are telecommuting, work)Tj T* (from home, and flextime. )Tj 1.0931 -2.3636 TD 0.0245 Tw [( W)60.1(ork from H)22.8(ome \(all hours worked from home\):)]TJ 1.0865 -1.2727 TD 0.0248 Tw (- Dow Chemical \(an estimated 20% of employees using this option \))Tj T* 0.025 Tw [(- H)22.8(ewlett P)30.9(ackard \(50%\) )]TJ T* [(- Kraf)16(t )]TJ -1.0865 -1.2727 TD 0.0247 Tw [( T)100.1(elecommuting is offered by the following companies \(S)22.8(ome hours worked outside the off)19.9(ice\): )]TJ 1.0865 -1.2727 TD (- Dow Chemical \(an estimated 20% of employees using this option\))Tj T* 0.0228 Tw [(- Kraf)16(t )]TJ T* 0.0247 Tw [(- M)23(erck \(an estimated 3% of employees utilizing this option\))]TJ -1.0865 -1.2727 TD 0.024 Tw [( F)23(lextime is offered by: )]TJ 1.0865 -1.2727 TD 0.0247 Tw (- Dow Chemical \(an estimated 5% making use of this arrangement\))Tj T* [(- H)23(ewlett P)30.9(ackard \(an estimated 30% making use of this arrangement\))]TJ T* 0.0228 Tw [(- Kraf)16(t )]TJ T* 0.0247 Tw [(- M)23(erck \(an estimated 5% making use of this arrangement\))]TJ -2.1796 -2.3658 TD 0.025 Tw (There is thus wide variation in terms of the degree to which employees take advantage of a certain)Tj 0 -1.2727 TD [(arrangement, when it is offered. R)22.8(easons for this may include company culture, industry practice)]TJ T* [(and perhaps the physical location of a company)80(, as there are regional differences within China in)]TJ T* (terms of economic development. )Tj /F3 1 Tf 14 0 0 14 54 247.8411 Tm (Obstacles to introducing FWAs)Tj /F1 1 Tf 11 0 0 11 54 227.8411 Tm [(R)23(espondents vary in their views as to what are the obstacles to introducing FWAs. )]TJ 1.0931 -2.3636 TD 0.0247 Tw [( One respondent felt that lack of demand from employees was the most important factor)79.9(. )]TJ 0 -1.2727 TD 0.0246 Tw [( Three respondents indicated that managers resistance was among the f)19.9(ive most important)]TJ 0.6228 -1.2727 TD 0 Tw (obstacles.)Tj -0.6228 -1.2727 TD 0.0247 Tw [( T)80.1(wo respondents listed lack of face time \(fearing )49.9(out of sight out of mind嶾) as an important)]TJ 0.6228 -1.2727 TD 0 Tw (obstacle.)Tj ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 21.8108 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc (26)Tj ET /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 54 35.699 m 522 35.699 l S Q endstream endobj 133 0 obj <> endobj 134 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 135 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F3 1 Tf 14 0 0 14 90 709.5718 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (Cultural/ideological factors affecting flexible work arrangements )Tj /F2 1 Tf 11 0 0 11 90 689.5718 Tm (Desire for fast advancement vs. work-life balance)Tj /F1 1 Tf 0 -1.2727 TD (One respondent explained that among the young generation, there is a strong demand for a fast)Tj T* [(track career development and less desire to pursue ideal work-life balance. M)22.8(iddle managers may)]TJ T* (feel the need to secure their position and status and will therefore hesitate to lose perceived control)Tj T* (of staff members by granting FWAs. These trends, coupled with the enormous changes occurring in)Tj T* (China at the moment, suggest that work-life issues may take a secondary role for many employees. )Tj 0 -2.3636 TD (When DDI \(Development Dimensions International\) surveyed 43 leaders and 360 HR representa-)Tj 0 -1.2727 TD (tives in China, they found that work-life balance, at least at the leadership level, is of little concern to)Tj T* [(most organizations \(Bernthal & W)59.9(ellins, 2006\). Only a third of HR professionals in the DDI survey)]TJ T* (indicated that their organization proactively addressed issues of work-life balance. )Tj /F2 1 Tf 0 -2.3636 TD (The role of managers )Tj /F1 1 Tf 0 -1.2727 TD (One factor mentioned by our respondents in China was the feeling among some employers that)Tj T* (FWAs affect the team environment and managers may feel uncomfortable losing some control over)Tj T* (employees. )Tj /F2 1 Tf 0 -2.3636 TD (Childcare and gender ideology )Tj /F1 1 Tf 0 -1.2727 TD [(In China, childcare is of)16(ten provided by grandparents. Other employees are able to hire a domestic)]TJ T* [(helper)80(, which is quite affordable for most middle-class off)19.9(ice workers. In state-owned enterprises,)]TJ T* [(the State intervenes in work-life matters by providing subsidized childcare facilities, of)16(ten sponsored)]TJ T* (by and located in the organizations for which the parents work. Therefore, the constraints of child-)Tj T* (care rarely serve as a great barrier to employment and advancement of career; social expectations on)Tj T* [(women are generally a greater problem \(C)24.8(ooke, 2006\). M)22.8(any traditional attitudes towards women)]TJ T* [(prevail and women face discrimination when it comes to hiring and lay-offs \(K)22.8(omarraju, 2006\). )]TJ 1.0931 -2.3636 TD 0.0247 Tw ( If a lot of help is available in the extended family or otherwise, parents with young children will)Tj 0.6228 -1.2727 TD 0.025 Tw (be able to work full-time and may have less demand for FWAs. )Tj -0.6228 -1.2727 TD 0.0247 Tw ( Discrimination in the workplace could affect the willingness on part of women to demand)Tj 0.6228 -1.2727 TD 0.025 Tw (FWAs \(this may be more the case in state-owned enterprises, however\). )Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.2063 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (27)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S Q endstream endobj 136 0 obj <> endobj 137 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 138 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 1 1 1 scn 55 172 466 107.5 re f /Cs6 CS 0.81961 0.82745 0.83137 SCN 0 J 0 j 2 w 10 M []0 d /GS2 gs 55 279.5 466 -107.5 re S 154.945 274.302 m 154.945 176.042 l 218.826 274.302 m 218.826 176.042 l 285.706 274.302 m 285.706 176.042 l 392.586 274.302 m 392.586 176.042 l 467.465 274.302 m 467.465 176.042 l S /GS1 gs 55 326.941 466 92.12 re f /GS2 gs 55 419.061 466 -92.12 re S 0.90196 0.90588 0.9098 scn /GS1 gs 54.25 486.228 467.5 233.522 re f 0.13725 0.12157 0.12549 SCN 0.5 w /GS2 gs 54.25 719.75 467.5 -233.522 re S 0.81961 0.82745 0.83137 SCN 2 w 154.946 414.877 m 154.946 333.007 l 252.513 414.877 m 252.513 333.007 l 330.901 414.878 m 330.901 333.006 l 428.468 414.878 m 428.468 333.007 l S BT /F6 1 Tf 12 0 0 12 59.976 701.1903 Tm 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (Hong Kong )Tj ET 0.73333 0.74118 0.75294 SCN 59.976 666.214 m 516.024 666.214 l S BT /F3 1 Tf 11 0 0 11 59.976 673.1903 Tm [(Population:)-25776(6.9 million)]TJ ET 59.976 643.214 m 516.024 643.214 l S BT 11 0 0 11 59.976 650.1903 Tm [(GDP per capita:)-23929.1($37,300)]TJ ET 59.976 620.214 m 516.024 620.214 l S BT 11 0 0 11 59.976 627.1903 Tm [(% of population below poverty line:)-15771.9(N/A)]TJ ET 59.976 597.214 m 516.024 597.214 l S BT 11 0 0 11 59.976 604.1903 Tm [(Minimum # of paid days off:)-18538.2(26)]TJ ET 59.976 574.214 m 516.024 574.214 l S BT 11 0 0 11 59.976 581.1903 Tm [(F)40(emale labor force participation:)-17059.9(51%)]TJ ET 59.976 551.214 m 516.024 551.214 l S BT 11 0 0 11 59.976 558.1903 Tm [(Required paid maternity leave:)-17920(10 weeks at 80% pay)]TJ ET 59.976 528.214 m 516.024 528.214 l S BT 11 0 0 11 59.976 535.1903 Tm [(W)60.2(omen comprise 44% of the labor force \(LABORST)70(A Internet, ILO data, 2004\).)]TJ 0 -2.0909 TD [(According to NOP W)60(orld恠 W)60(ork-life Index, Hong Kong is one of top five countries most focused on)]TJ 0 -1.2727 TD [(work, spending on average 48.6 hours/week at work and 34.8 total hours/week 峚t play)79.9(.)]TJ 14 0 0 14 54 451.2143 Tm (Attraction and retention of employees )Tj /F6 1 Tf 11 0 0 11 59.976 431.2143 Tm [(T)100.2(able 3: Demand for flexible work arrangements in Hong Kong)]TJ ET 0.81961 0.82745 0.83137 SCN 59.976 398.214 m 516.024 398.214 l S BT /F3 1 Tf 11 0 0 11 175.1336 405.1903 Tm [(V)60.2(ery Strong )-4125.1(Strong )-3269(Not very strong )-1440.2(Not at all strong )]TJ ET 59.976 375.214 m 516.024 375.214 l S BT 11 0 0 11 59.976 382.1903 Tm (Dow Chemical )Tj /F6 1 Tf 21.013 0 TD 0 Tc 0 Tw (X)Tj ET 59.976 352.214 m 516.024 352.214 l S BT /F3 1 Tf 11 0 0 11 59.976 359.1903 Tm -0.0001 Tc 0.025 Tw [(Kraft F)39.9(oods )]TJ /F6 1 Tf 29.1817 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -29.1817 -2.0909 TD -0.0001 Tc 0.025 Tw (State Street )Tj /F6 1 Tf 29.1817 0 TD 0 Tc 0 Tw (X)Tj -29.1817 -4.1818 TD -0.0001 Tc 0.025 Tw [(T)100.2(able 4: Flexible work arrangements as tool in attraction and retention of employees in Hong Kong)]TJ /F3 1 Tf 10.4897 -2.3658 TD [(V)60.2(ery )-3056.1(Important)-1479(Neither important)-3002.8(Not very)-3435.5(Not)]TJ ET 59.976 243.19 m 516.024 243.19 l S BT 11 0 0 11 161.807 250.1663 Tm [(Important)-8088.1(nor unimportant)-3009.2(important)-2923.3(at all)]TJ ET 59.976 220.19 m 516.024 220.19 l S BT 11 0 0 11 59.976 227.1663 Tm (Dow Chemical )Tj /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj ET 59.976 197.19 m 516.024 197.19 l S BT /F3 1 Tf 11 0 0 11 59.976 204.1663 Tm -0.0001 Tc 0.025 Tw [(Kraft F)39.9(oods )]TJ /F6 1 Tf 33.2596 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -33.2596 -2.0909 TD -0.0001 Tc 0.025 Tw (State Street)Tj /F6 1 Tf 33.2596 0 TD 0 Tc 0 Tw (X)Tj /F1 1 Tf -33.8028 -3.3636 TD -0.0001 Tc 0.025 Tw (Only one company deemed flexible work arrangements to be an important tool in recruitment and)Tj 0 -1.2727 TD [(retention in H)22.8(ong K)22.8(ong. The remaining two viewed it as not very important. All three companies)]TJ T* (viewed salary as the most important factor in terms of recruitment and retention, and two placed)Tj /F2 1 Tf T* [(other benef)19.9(its and compensation)]TJ /F1 1 Tf 12.9281 0 TD [(as their number two most important factor)80(. )]TJ ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.0366 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (28)Tj ET 0.13725 0.12157 0.12549 SCN 54 35.699 m 522 35.699 l S Q endstream endobj 139 0 obj <> endobj 140 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 141 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F3 1 Tf 14 0 0 14 90 709.5718 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw [(T)80.2(ypes of flexible work arrangements )]TJ /F1 1 Tf 11 0 0 11 90 689.5718 Tm [(Kraf)16(t F)39.9(oods and State Street have no formal policy on FWAs in H)22.8(ong K)22.8(ong and have no current)]TJ 0 -1.2727 TD [(plans to introduce such arrangements. State Street, however)80(, offers a variation of shif)16(t schedule,)]TJ T* (where some staff may start work earlier \(e.g., 7 a.m.\) and end early \(e.g., 4 p.m.\) whereas others can)Tj T* (start at a later time \(9 a.m.\) and leave later \(e.g., 6 p.m.\).)Tj 0 -2.3636 TD [(Dow Chemical has a formal FWA policy and offers such arrangements to full-time employees only)80(.)]TJ 0 -1.2727 TD (The four most common arrangements for this company are: )Tj 1.0931 -2.3636 TD [(1. F)22.8(lextime \(utilized by an estimated 15% of employees\))]TJ 0 -1.7244 TD [(2. T)100(elecommuting \(utilized by an estimated 5% of employees\) )]TJ T* [(3. A)19.9(djusted work hours to care for elders)]TJ T* [(4. W)59.9(ork from home)]TJ /F3 1 Tf 14 0 0 14 90 481.7238 Tm (Obstacles to introducing FWAs )Tj /F1 1 Tf 11 0 0 11 90 461.7238 Tm (Both Dow Chemical and State Street listed )Tj /F2 1 Tf 18.2627 0 TD (not industry practice)Tj /F1 1 Tf 8.3965 0 TD (as the main obstacle to introducing)Tj -26.6592 -1.2727 TD 0 Tw (FWAs. )Tj /F2 1 Tf 3.1495 0 TD 0.025 Tw (Small housing)Tj /F1 1 Tf 5.9714 0 TD 0 Tw (and )Tj /F2 1 Tf 1.8446 0 TD 0.025 Tw [(dif)14.8(f)20.1(iculty to administer the programs)]TJ /F1 1 Tf 14.6277 0 TD (also ranked high on the list. )Tj /F3 1 Tf 14 0 0 14 90 397.7478 Tm (Cultural/ideological factors affecting flexible work arrangements )Tj /F1 1 Tf 11 0 0 11 90 377.7478 Tm (There are a few other factors that would speak in favor of increased use of FWAs: )Tj 1.0931 -2.3636 TD 0.0247 Tw [( There is weak labor legislation in H)22.8(ong K)22.8(ong, which increases the need for companies to be)]TJ 0.6228 -1.2727 TD 0.025 Tw [(leaders in providing guidance and support to reduce work-family conflict \(F)39.9(oley at al, 2005\). )]TJ -0.6228 -1.7244 TD 0.0247 Tw [( A)22.9(ccording to one study)80(, H)22.8(ong K)22.9(ong respondents were signif)19.9(icantly more likely than their UK )]TJ 0.6228 -1.2727 TD 0.025 Tw [(or US counterparts to express interest in part-time work \(Wharton and B)22.8(lair-Loy)80(, 2006\), )]TJ T* [(presumably motivated by the desire to spend more time with family)80(. )]TJ -0.6228 -1.7244 TD 0.0247 Tw [( C)24.8(ongestion plays an important role; as in most large cities in Asia, both employees and )]TJ 0.6228 -1.2727 TD 0.025 Tw (employers can gain from flex-time to avoid rush hour commuting. )Tj -0.6228 -1.7244 TD 0.0247 Tw ( Employees may be afraid to ask for flexible work arrangements, because they will be perceived)Tj 0.6228 -1.2727 TD 0.025 Tw (as being less committed to work. In the words of one respondent: )Tj ET /Cs6 CS 0.73333 0.74118 0.75294 SCN 0 J 0 j 2 w 10 M []0 d 144 196.844 m 504 196.844 l S BT /F7 1 Tf 10 0 0 10 144 177.8438 Tm [(嶩ong Kong is a highly competitive city)49.9(. People are afraid their work performance and)]TJ 0 -1.7 TD [(development opportunities will be affected if they are on FWA. Job security is another)]TJ T* [(issue. On the other hand, Chinese tend to be more reserved. W)59.9(e)0( try to solve our problems)]TJ T* (ourselves so applying for FWA formally will be the last resort )Tj ET 144 87.82 m 504 87.82 l S BT /F6 1 Tf 10 0 0 10 395.4472 100.8438 Tm (HR Specialist, Hong Kong )Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT 10 0 0 10 579.8108 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (29)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f 0.13725 0.12157 0.12549 SCN 90 35.699 m 558 35.699 l S Q endstream endobj 142 0 obj <> endobj 143 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 144 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 66.024 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.0247 Tw ( As FWAs are not very common, there may be more need to monitor employees and avoid any)Tj 0.6228 -1.2727 TD 0.025 Tw (abuse of FWAs. )Tj -1.7159 -2.3636 TD [(S)23.1(ome academics argue that H)22.8(ong K)22.8(ong nationals live in two worlds: a modern, industrialized nation)]TJ 0 -1.2727 TD [(comparable to the U.S. and a society dominated by Chinese C)24.8(onfucian values that stipulate that)]TJ T* [(family is most important. 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This lack of societal support, coupled with research that suggests that measures)]TJ T* (such as flexible work arrangements appeal to female professionals with children \(Lo, 2003\), should)Tj T* (logically inspire companies to consider introducing more flexible work arrangements in the future.)Tj 0 -2.3636 TD -0.0001 Tc (Thus, while FWAs do not appear to be common at present, many factors may contribute to greater)Tj 0 -1.2727 TD [(availability and utilization in the future. 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In terms of demand for flexible work arrangements, one compa-)Tj T* (ny viewed it as strong, whereas the other two viewed is as not very strong and not at all strong. )Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.9009 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (31)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f 0.13725 0.12157 0.12549 SCN 90 35.699 m 558 35.699 l S Q endstream endobj 148 0 obj <> endobj 149 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 150 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 54 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (All three companies placed the following criteria on top of their list in terms of the most important)Tj 0 -1.2727 TD (factors in recruitment and retention: )Tj 1.0931 -2.3636 TD 0.024 Tw [( C)24.8(ompany reputation and status )]TJ 0 -1.2727 TD -0.0002 Tc 0.025 Tw [( S)22.7(alary )]TJ T* -0.0001 Tc ( Quick advancement/increased responsibilities)Tj -1.0931 -2.3636 TD [(Only one company mentioned FWAs as one of their top f)19.9(ive most important tools in recruitment)]TJ 0 -1.2727 TD (and retention. )Tj /F3 1 Tf 14 0 0 14 54 553.8411 Tm [(T)80.2(ypes of flexible work arrangements )]TJ /F1 1 Tf 11 0 0 11 54 533.8411 Tm [(Both C)29.9(adbury and HP offer the following FWAs in India: )]TJ 1.0931 -2.3636 TD [( F)22.8(lextime)]TJ 0 -1.2727 TD [( T)100(elecommuting )]TJ T* ( Extended leave)Tj -1.0931 -2.3636 TD [(HP also allows employees to work from home, as part of their global policy)79.9(. Dow Chemical presently)]TJ 0 -1.2727 TD (has no formal policy on FWAs in India and has no current plans to offer such arrangements. )Tj /F3 1 Tf 14 0 0 14 54 389.8651 Tm (Obstacles to introducing FWAs)Tj /F1 1 Tf 11 0 0 11 54 369.8651 Tm -0.0121 Tc (Dow Chemical responded that their top two obstacles were managers resistance to FWAs and infra-)Tj T* [(structure \(for example, lack of adequate telephone lines\). The company respondent also stated that each)]TJ T* [(business within a company is unique and flexible work options may vary from one business to another)80.3(.)]TJ T* [(While telecommuting might work well for an R&D department, for example, employees in sales or call)]TJ T* (centers cannot readily use flextime or telecommuting as the customer face time is very high. )Tj ET /Cs6 CS 0.73333 0.74118 0.75294 SCN 0 J 0 j 2 w 10 M []0 d 108 285.865 m 468 285.865 l S BT /F7 1 Tf 10 0 0 10 108 266.8651 Tm -0.0001 Tc [(嶹)59.9(e need to balance delivery commitments to customers with employee priorities. Each)]TJ 0 -1.7 TD [(employee appreciates this reality)49.9(. )]TJ ET 108 210.841 m 468 210.841 l S BT /F6 1 Tf 10 0 0 10 217.1215 223.8651 Tm (Manager HR, Employee Relations, Diversity & Culture, India )Tj /F3 1 Tf 14 0 0 14 54 157.0891 Tm (Cultural/ideological factors affecting flexible work arrangements)Tj /F1 1 Tf 11 0 0 11 54 137.0891 Tm [(In India, traditional views of gender are still widely held, as the following f)19.9(indings from other)]TJ 0 -1.2727 TD (research suggest: )Tj 1.0931 -2.3636 TD 0.0247 Tw ( A study among urban, middle-class Indian fathers found that work and family life was inde-)Tj 0.6228 -1.2727 TD 0.025 Tw [(pendent and compartmentalized. F)70(athers were not expected to help with household chores, but)]TJ ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.3809 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (32)Tj ET 0.13725 0.12157 0.12549 SCN 54 35.699 m 522 35.699 l S Q endstream endobj 151 0 obj <> endobj 152 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 153 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 108.875 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw [(rather occupied the role of privileged 峟amily man)49.9(. Indian culture places emphasis on family)]TJ 0 -1.2727 TD [(unity and compliance to family norms \(K)22.8(omarraju, 2006\). The availability of domestic workers)]TJ T* [(helps sustain this status quo among more affluent families \(G)22.8(ambles et al., 2006\). )]TJ -0.6228 -1.7244 TD -0.0121 Tc 0.0247 Tw [( In J)33.9(une 2004, the N)22.9(ational C)24.9(ommission for W)60(omen \(NCW\) and the Press Institute of India jointly)]TJ 0.6001 -1.2727 TD 0.025 Tw (released a report that found that a majority of women experienced gender discrimination at their)Tj T* [(workplaces \(U.S. Department of Labor B)22.9(u)-0.1(reau of International Labor Affairs, December 2006\).)]TJ -1.6932 -2.3636 TD -0.0001 Tc (It is worth mentioning that the 峸ork-life balance terminology seems to have gained momentum )Tj 0 -1.2727 TD (in India as people are experiencing pressures of long working hours and a heightened intensity of)Tj T* [(work. A)59(t)0( one large multinational subsidiary)80(, 峸ork-life balance was identif)19.9(ied as the number one)]TJ T* [(concern \(G)22.9(ambles et al., 2006\). 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In fact, all three respondents listed FWAs among)Tj T* [(their top f)19.9(ive factors for recruitment and retention. This ranking seems to be unique for Indonesia.)]TJ T* [(All three respondents listed salary as the f)19.9(irst or second most important priority)80(. )]TJ ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.2209 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (34)Tj ET 0.13725 0.12157 0.12549 SCN 54 35.699 m 522 35.699 l S Q endstream endobj 157 0 obj <> endobj 158 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 159 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F3 1 Tf 14 0 0 14 90 709.5718 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw [(T)80.2(ypes of flexible work arrangements )]TJ /F1 1 Tf 11 0 0 11 102.024 689.5718 Tm 0.0247 Tw [( M)23(erck is not currently offering FWAs in Indonesia but is planning to introduce a formal policy)]TJ 0.6228 -1.2727 TD 0.025 Tw (within the next few years.)Tj -0.6228 -1.7244 TD 0.0247 Tw [( Both Dow Chemical and Kraf)16(t F)39.9(oods listed flextime as the most commonly practiced FWA. Kraf)16(t)]TJ 0.6228 -1.2727 TD 0.025 Tw (also offered extended leave \(sabbatical\) and Dow included adjusted work hours to care for a)Tj T* (child with special needs/or elders, telecommuting, and compressed work week. The latter is)Tj T* [(noteworthy)80(, as this option tends to be rare in Asia as a whole. )]TJ -1.7159 -2.3636 TD -0.0061 Tc [(T)100.2(raff)19.9(ic appears to be a particularly challenging problem in Indonesia, and is an of)15.8(ten cited reason to)]TJ 0 -1.2727 TD [(provide flextime. In J)22.8(akarta there are traff)19.9(ic restrictions called 3 in 1, where 3 passengers in one car)]TJ T* [(are required during peak morning and af)15.9(ternoon hours. Other central business districts may also)]TJ T* [(have car-pool limitations, and both Kraf)15.9(t and Dow grant their employees flexibility as a way for people)]TJ T* [(to handle their commute hours more eff)19.8(iciently)80(. Kraf)16(t estimates that 100% of their employees use)]TJ T* [(flextime at least occasionally)79.9(, while Dow estimates that 15% of their workforce utilizes this option. )]TJ /F3 1 Tf 14 0 0 14 90 468.6278 Tm -0.0001 Tc (Obstacles to introducing FWAs )Tj /F1 1 Tf 11 0 0 11 102.024 448.6278 Tm 0.0237 Tw [( N)23(ot industry practice )]TJ 0 -1.7244 TD 0.0247 Tw ( Lack of face time during meetings could have a negative impact on relationship quality among)Tj 0.6228 -1.2727 TD 0 Tw (employees. )Tj -0.6228 -1.7244 TD 0.0245 Tw ( Infrastructure \(lack of Internet access and small housing\))Tj T* 0.0242 Tw ( Lack of demand from employees. )Tj /F3 1 Tf 14 0 0 14 90 327.7478 Tm 0.025 Tw (Cultural/ideological factors affecting flexible work arrangements )Tj /F1 1 Tf 11 0 0 11 90 307.7478 Tm (One respondent commented that work in Indonesia was commonly associated with a designated)Tj 0 -1.2727 TD [(off)19.9(ice and determined working hours. There is also a custom that people do not work when they are)]TJ T* (at home. Another respondent mentioned that Indonesia is still in its developing stage and employ-)Tj T* [(ees may still need somewhat rigid working guidelines \(such as specif)19.9(ied working hours, close guid-)]TJ T* (ance by supervisor\). These characteristics suggest that certain flexible work options such as working)Tj T* (from home or job-sharing might be less acceptable in Indonesia.)Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.7861 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (35)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S Q endstream endobj 160 0 obj <> endobj 161 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 162 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 0.90196 0.90588 0.9098 scn /GS2 gs 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.1306 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0001 Tc 0 Tw (36)Tj ET /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 54 35.699 m 522 35.699 l S 1 1 1 scn /GS1 gs 55 88.88 466 107.5 re f 0.81961 0.82745 0.83137 SCN /GS2 gs 55 196.38 466 -107.5 re S 154.946 191.183 m 154.946 92.923 l 218.826 191.183 m 218.826 92.923 l 285.706 191.183 m 285.706 92.923 l 392.586 191.183 m 392.586 92.923 l 467.466 191.183 m 467.466 92.923 l S /GS1 gs 55 234.822 466 92.12 re f /GS2 gs 55 326.942 466 -92.12 re S 154.945 322.757 m 154.945 240.887 l 252.513 322.757 m 252.513 240.887 l 330.9 322.758 m 330.9 240.887 l 428.467 322.758 m 428.467 240.887 l S 0.90196 0.90588 0.9098 scn /GS1 gs 54.25 395.394 467.5 324.356 re f 0.13725 0.12157 0.12549 SCN 0.5 w /GS2 gs 54.25 719.75 467.5 -324.356 re S BT 12 0 0 12 59.976 703.3007 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc (Japan )Tj ET 0.73333 0.74118 0.75294 SCN 2 w 59.976 668.325 m 516.024 668.325 l S BT /F3 1 Tf 11 0 0 11 59.976 675.3007 Tm -0.0001 Tc 0.025 Tw [(Population: )-7351(127.7 million )]TJ ET 59.976 645.325 m 516.024 645.325 l S BT 11 0 0 11 59.976 652.3007 Tm 0 Tc [(GDP per capita: )-7704.1($ 33,100)]TJ ET 59.976 622.325 m 516.024 622.325 l S BT 11 0 0 11 59.976 629.3007 Tm -0.0001 Tc [(% of population below poverty line: )-9446.9(N/A)]TJ ET 59.976 599.325 m 516.024 599.325 l S BT 11 0 0 11 59.976 606.3007 Tm 0 Tc [(Minimum # of paid days off: )-7813.1(7)]TJ ET 59.976 576.325 m 516.024 576.325 l S BT 11 0 0 11 59.976 583.3007 Tm -0.0001 Tc [(F)40(emale labor force participation:)-17059.9(48%)]TJ ET 59.976 553.325 m 516.024 553.325 l S BT 11 0 0 11 59.976 560.3007 Tm [(Required paid maternity leave: )-8295(14 weeks at 60% pay )]TJ 0 -2.0909 TD (The population of Japan is expected to shrink by 30% in the next 40 years, unless the falling birth)Tj ET 59.976 516.325 m 516.024 516.325 l S BT 11 0 0 11 59.976 523.3007 Tm (rate can be reversed)Tj ET 59.976 493.325 m 516.024 493.325 l S BT 11 0 0 11 59.976 500.3007 Tm [(W)60.2(omen comprise 41% of the labor force \(Komarraju, 2006\).)]TJ T* -0.0172 Tc (In an effort to encourage women to continue working after giving birth, the government wants to )Tj 0 -1.2727 TD [(d)5.8(o)5.8(u)5.6(ble the number of teleworkers by 2010, raising it to 20% of the entire workforce. T)100.2(ax incentives will)]TJ T* -0.0115 Tc (be offered to employers who set up telecommuting programs. The country has advanced broadband)Tj T* [(access, advanced network security and mobile capability)79.9(, facilitating teleworking \(WFC Resources)]TJ T* [(Newsbrief, 2007\). By the end of this year)79.9(, the Japanese government plans to unveil its W)59.9(ork-Life)]TJ T* [(Balance Charter)80(, described as an attempt to change the work ethic \(Japan Times, June 29, 2007\). )]TJ 14 0 0 14 54 360.3247 Tm -0.0001 Tc (Attraction and retention of employees )Tj /F6 1 Tf 11 0 0 11 59.976 340.3247 Tm [(T)100.2(able 9: Demand for flexible work arrangements in Japan)]TJ ET 0.81961 0.82745 0.83137 SCN 59.976 307.325 m 516.024 307.325 l S BT /F3 1 Tf 11 0 0 11 175.1336 314.3007 Tm [(V)60.2(ery Strong )-4125.1(Strong )-3269(Not very strong )-1440.2(Not at all strong )]TJ ET 59.976 284.325 m 516.024 284.325 l S BT 11 0 0 11 59.976 291.3007 Tm [(C)29.9(adbury Schweppes)]TJ /F6 1 Tf 21.013 0 TD 0 Tc 0 Tw (X)Tj ET 59.976 261.325 m 516.024 261.325 l S BT /F3 1 Tf 11 0 0 11 59.976 268.3007 Tm -0.0001 Tc 0.025 Tw (Dow Chemical )Tj /F6 1 Tf 12.5694 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -12.5694 -2.0909 TD -0.0001 Tc 0.025 Tw (State Street)Tj /F6 1 Tf 21.013 0 TD 0 Tc 0 Tw (X)Tj -21.013 -3.3636 TD -0.0001 Tc 0.025 Tw [(T)100.2(able 10: Flexible work arrangements as tool in attraction and retention of employees in Japan)]TJ /F3 1 Tf 10.4897 -2.3658 TD [(V)60.2(ery )-3056.1(Important)-1479(Neither important)-3002.8(Not very)-3435.5(Not)]TJ ET 59.976 161.301 m 516.024 161.301 l S BT 11 0 0 11 161.807 168.2766 Tm [(Important)-8088.1(nor unimportant)-3009.2(important)-2923.3(at all)]TJ ET 59.976 138.301 m 516.024 138.301 l S BT 11 0 0 11 59.976 145.2767 Tm [(C)29.9(adbury Schweppes)]TJ /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj ET 59.976 115.301 m 516.024 115.301 l S BT /F3 1 Tf 11 0 0 11 59.976 122.2767 Tm -0.0001 Tc 0.025 Tw (Dow Chemical)Tj /F6 1 Tf 11.0705 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -11.0705 -2.0909 TD -0.0001 Tc 0.025 Tw (State Street)Tj /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj ET Q endstream endobj 163 0 obj <> endobj 164 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 165 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 90 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw [(C)24.8(ompared to many other countries included in this study)80(, there appears to be a stronger demand for)]TJ 0 -1.2727 TD [(flexible work arrangements in J)22.8(apan, and FWAs are also viewed as an important tool in recruitment)]TJ T* (and retention \(see tables above\). )Tj /F3 1 Tf 14 0 0 14 90 633.8411 Tm [(T)80.2(ypes of flexible work arrangements )]TJ /F1 1 Tf 11 0 0 11 102.024 613.8411 Tm [()-600.5(F)23(lextime is the most common FWA offered in the region, with C)29.9(adbury Schweppes and Dow)]TJ 0.9524 -1.2727 TD (Chemical estimating that 100% and 80% respectively of their employees use this type of)Tj T* 0 Tw (arrangement.)Tj -0.9524 -1.7244 TD 0.025 Tw [()-600.5(W)60.1(orking from home is of)16(ten not a convenient option because many employees have small)]TJ 0.9524 -1.2727 TD 0 Tw (housing. )Tj /F3 1 Tf 14 0 0 14 90 502.8971 Tm 0.025 Tw (Obstacles to introducing FWAs )Tj /F1 1 Tf 11 0 0 11 102.024 482.8971 Tm 0.0247 Tw [( T)80.1(wo of our respondents placed 峫ack of demand from employees as their number one or two)]TJ 0.6228 -1.2727 TD 0.025 Tw (top obstacles to implementation of FWA. One respondent explained that one reason for the lack)Tj T* [(of demand is that many J)22.8(apanese are simply not as aware of different types of FWAs.)]TJ -0.6228 -1.7244 TD 0.0247 Tw ( One company also talked about reluctance to grant younger workers home-based work, since)Tj 0.6228 -1.2727 TD 0.025 Tw [(senior leaders believed that for these younger workers benef)19.9(itted from close interaction with)]TJ T* [(older)80(, more experienced workers in the off)19.9(ice. )]TJ -0.6228 -1.7244 TD [()-600.5(One respondent talked about diff)19.9(iculty of certain workers to accept the concept of 峛eing flexi-)]TJ 0.9524 -1.2727 TD [(ble because of the national culture. M)22.8(any people experience intrinsic guilt if using a flexible)]TJ T* [(work arrangement and do not feel good about coming in late to the off)19.9(ice, even if they have)]TJ T* (spent the previous evening on a late night conference call. )Tj -2.0455 -2.3636 TD [(H)23(iroki \(2007\) found that in some companies with successful work-life programs, women tended to)]TJ 0 -1.2727 TD (stay for a long time, but they were typically working at lower levels doing clerical jobs. If work-life)Tj T* (programs and policies are seen as directed towards women only and there is a cost associated with)Tj T* [(them, companies may opt to employ more men instead. F)49.9(urther)80(, women may not demand flexible)]TJ T* [(work arrangements out of fear of being marginalized \(G)22.8(ambles et al., 2006\). The role of gender ide-)]TJ T* [(ology will be further explored in the section below)80(. )]TJ /F3 1 Tf 14 0 0 14 90 200.9851 Tm (Cultural/ideological factors affecting flexible work arrangements )Tj /F2 1 Tf 11 0 0 11 90 180.9851 Tm [(W)60.1(ork place and work ethics)]TJ /F1 1 Tf T* [(J)23.1(apanese business culture is known for its long working hours and an eagerness to put in a lot of)]TJ T* [(hours in the off)19.9(ice. T)100(raff)19.9(ic and long commuting hours have further contributed to the long work )]TJ T* [(day in J)22.8(apan. There is also a tradition of evening socializing for workers \(G)22.8(ambles et al., 2006\).)]TJ T* [(A)22.9(ccording to the C)24.8(ouncil for G)22.8(ender Equality)80(, J)22.9(apan scores low on indices such as 峳easonable work)]TJ T* [(hours and much lower than average on 峟lexibility of work styles \(for example, ability to f)19.9(ind part-)]TJ T* [(time work and ease of changing jobs\). In all, J)22.8(apan scored low among 24 other OECD countries in)]TJ T* [(terms of 峱ossibility of balancing work and home life \(C)24.8(ouncil for G)22.8(ender Equality\). A)22.8(ccording to a)]TJ ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.5261 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (37)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S Q endstream endobj 166 0 obj <> endobj 167 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 168 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 54 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw [(national survey)80(, almost one half of J)22.8(apanese fathers of pre-school children do not return home af)16(ter)]TJ 0 -1.2727 TD [(a workday until 9 p.m. \(Y)80(u, 2006\). )]TJ ET /Cs6 CS 0.73333 0.74118 0.75294 SCN 0 J 0 j 2 w 10 M []0 d 108 669.817 m 468 669.817 l S BT /F7 1 Tf 10 0 0 10 108 650.8171 Tm [(嶪t is very difficult to get staff to leave early)49.9(. The perception is the longer you are in the)]TJ 0 -1.7 TD (office, the better your work is. FWAs do not lend themselves to this type of mindset. )Tj ET 108 594.793 m 468 594.793 l S BT /F6 1 Tf 10 0 0 10 387.0385 607.8171 Tm [(HR Manager)80(, Japan )]TJ /F1 1 Tf 11 0 0 11 54 565.0171 Tm -0.0121 Tc [(A)59.1(t)0( the same time, there is a growing tendency for young fathers to be more involved parents than in)]TJ 0 -1.2727 TD [(previous generations \(H)23(iroki, 2007\). If this trend continues, there will be fewer people who can)]TJ T* [(uniquely devote themselves to a career)80.1(, which has been the traditional concept for many J)23.1(apanese men. )]TJ 0 -2.3636 TD -0.0001 Tc [(In their study of work-life development in J)22.8(a)0(pan, G)22.8(ambles et al \(2006\) found that family-friendly)]TJ 0 -1.2727 TD [(policies are increasingly def)19.9(ined as 峸ork-life compatible policies. This indicates a greater inclusion)]TJ T* (of men and employees without family responsibilities.)Tj /F2 1 Tf 0 -2.3636 TD (Childcare and gender equality )Tj /F1 1 Tf 0 -1.2727 TD -0.0061 Tc [(T)100.2(raditionally)80(, combining work and family for women in J)22.7(apan has been hard; according to C)24.7(onfucius,)]TJ T* [(an important influence in J)22.8(apanese society)80(, the role of women is to support their husbands \(or fathers)]TJ T* (when they are young, or sons when they are older\) and there is less focus on issues of gender equality)Tj T* [(\(Y)80(u, 2006\). A)22.8(ccording to research by the C)24.7(ouncil for G)22.8(ender Equality)80(, J)22.9(apan scores lower than aver-)]TJ T* [(age in an international comparison of 24 OECD countries, on indices such as )49.7(equality of employ-)]TJ T* [(ment opportunities and 峟lexibility in division of roles for household work)49.7(. Despite the fact that)]TJ T* (many women want to continue working throughout the child rearing period, the majority of women)Tj T* (leave the workforce when their children are born and when they return it is typically to work on a)Tj T* [(part-time basis \(G)22.8(ambles et al., 2006\). Indeed, currently J)22.7(apan has the second-to-lowest score of 24)]TJ T* [(OECD countries in terms of 峱ercentage of female managers \(C)24.6(ouncil for G)22.8(ender Equality\). )]TJ 0 -1.816 TD -0.0001 Tc [(There is limited public child care in J)22.8(apan \(Y)80(u, 2006\), and nannies and live-in maids are not as easi-)]TJ 0 -1.2727 TD [(ly available as in other parts of Asia. Indeed, the C)24.8(ouncil for G)22.8(ender Equality argues that the fact)]TJ T* (that systems to support balancing work and home life have not kept pace with the increased rate of)Tj T* [(female employees in the J)22.8(apanese economy might explain the low fertility rate in this country \(1.36)]TJ T* (births per female in 2002\). There is clearly a need to support working mothers, as 50% of male)Tj T* [(workers depend not only on their own income, but on that of their wives as well \(H)22.8(iroki, 2007\). )]TJ /F2 1 Tf 0 -2.3636 TD [(G)23(overnmental involvement)]TJ /F1 1 Tf 0 -1.2727 TD [(In an effort to increase the number of people able to join the workforce in the country)79.9(, the J)22.8(apanese)]TJ T* [(government has identif)19.9(ied some barriers that inhibit active participation. B)42.8(y)0( supporting policies and)]TJ T* (tools such as flexible work arrangements at the national level, the government hopes to expand the)Tj T* [(workforce in the country)80(. The government is providing tax incentives to companies who support)]TJ T* (telework programs. The government has also funded research to demonstrate the importance of)Tj T* (parental leave for fathers and has introduced awards for the most 峟amily-friendly companies)Tj T* [(\(G)22.8(ambles et al., 2006\). It is particularly encouraging that the government is paying attention to the)]TJ T* [(role of fathers. M)22.8(any companies still believe that work-life practices should be directed to women)]TJ T* [(only)80(, as child and family care is a woman)49.9(恠 territory \(H)22.8(iroki, 2007\). )]TJ ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.3564 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (38)Tj ET 0.13725 0.12157 0.12549 SCN 54 35.699 m 522 35.699 l S Q endstream endobj 169 0 obj <> endobj 170 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 171 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 1 1 1 scn 91 176.5 466 84.88 re f /Cs6 CS 0.81961 0.82745 0.83137 SCN 0 J 0 j 2 w 10 M []0 d /GS2 gs 91 261.38 466 -84.88 re S 190.945 256.19 m 190.945 181.441 l 254.826 256.19 m 254.826 181.441 l 321.705 256.19 m 321.705 181.441 l 428.585 256.19 m 428.585 181.441 l 503.465 256.19 m 503.465 181.441 l S /GS1 gs 91 299.092 466 70.85 re f /GS2 gs 91 369.942 466 -70.85 re S 190.946 365.761 m 190.946 302.923 l 288.513 365.761 m 288.513 302.923 l 366.9 365.762 m 366.9 302.923 l 464.467 365.761 m 464.467 302.923 l S 0.90196 0.90588 0.9098 scn /GS1 gs 90.25 432.25 467.5 287.5 re f 0.13725 0.12157 0.12549 SCN 0.5 w /GS2 gs 90.25 719.75 467.5 -287.5 re S BT /F6 1 Tf 12 0 0 12 95.976 703.5666 Tm 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (Korea \(South Korea\) )Tj ET 0.73333 0.74118 0.75294 SCN 2 w 95.976 668.591 m 552.024 668.591 l S BT /F3 1 Tf 11 0 0 11 95.976 675.5666 Tm [(Population: )-22476(49 million)]TJ ET 95.976 645.591 m 552.024 645.591 l S BT 11 0 0 11 95.976 652.5666 Tm [(GDP per capita: )-22554.1($24,500)]TJ ET 95.976 622.591 m 552.024 622.591 l S BT 11 0 0 11 95.976 629.5666 Tm [(% of population below poverty line: )-12471.9(15%)]TJ ET 95.976 599.591 m 552.024 599.591 l S BT 11 0 0 11 95.976 606.5666 Tm [(Minimum # of paid days off: )-13313.2(22)]TJ ET 95.976 576.591 m 552.024 576.591 l S BT 11 0 0 11 95.976 583.5666 Tm [(F)40(emale labor force participation:)-17059.9(41%)]TJ ET 95.976 553.591 m 552.024 553.591 l S BT 11 0 0 11 95.976 560.5666 Tm [(Required paid maternity leave: )-15995(60 days at 100% pay)]TJ 0 -2.0909 TD -0.0115 Tc [(W)60.2(omen comprise 41% of the labor force \(The W)59.9(orld Bank Group: Database of Gender Statistics,)]TJ ET 95.976 516.591 m 552.024 516.591 l S BT 11 0 0 11 95.976 523.5666 Tm 0 Tw (2004\).)Tj T* -0.0001 Tc 0.025 Tw (It is a requirement by law that employers with more than 300 female employees provide a childcare)Tj ET 95.976 479.591 m 552.024 479.591 l S BT 11 0 0 11 95.976 486.5666 Tm (center \(Bardoel et al., 2006\).)Tj T* [(One of top five countries most focused on work in NOP W)59.9(orld恠 W)59.9(ork/Life Index, spending on aver-)]TJ 0 -1.2727 TD (age 50.7 hours/week at work and 30.7 total hours/week 峚t play.)Tj 14 0 0 14 90 402.5906 Tm (Attraction and retention of employees )Tj /F6 1 Tf 11 0 0 11 95.976 382.5906 Tm [(T)100.2(able 11: Demand for flexible work arrangements in Korea)]TJ ET 0.81961 0.82745 0.83137 SCN 95.976 349.591 m 552.024 349.591 l S BT /F3 1 Tf 11 0 0 11 211.1336 356.5666 Tm [(V)60.2(ery Strong )-4125.1(Strong )-3269(Not very strong )-1440.2(Not at all strong )]TJ ET 95.976 326.591 m 552.024 326.591 l S BT 11 0 0 11 95.976 333.5666 Tm (Dow Chemical )Tj /F6 1 Tf 29.1817 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -29.1817 -2.0909 TD -0.0001 Tc 0.025 Tw [(Merck & C)24.8(o)0(.)]TJ /F6 1 Tf 21.013 0 TD 0 Tc 0 Tw (X)Tj -21.013 -3.3636 TD -0.0001 Tc 0.025 Tw [(T)100.2(able 12: Flexible work arrangements as tool in attraction and retention of employees in Korea)]TJ /F3 1 Tf 10.4897 -2.3658 TD [(V)60.2(ery )-3056.1(Important)-1479(Neither important)-3002.8(Not very)-3435.5(Not)]TJ ET 95.976 226.567 m 552.024 226.567 l S BT 11 0 0 11 197.807 233.5426 Tm [(Important)-8088.1(nor unimportant)-3009.2(important)-2923.3(at all)]TJ ET 95.976 203.567 m 552.024 203.567 l S BT 11 0 0 11 95.976 210.5426 Tm (Dow Chemical )Tj /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -17.3672 -2.0909 TD -0.0001 Tc 0.025 Tw [(Merck & C)24.8(o)0(.)]TJ /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT 10 0 0 10 580.1306 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0001 Tc (39)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f 0.13725 0.12157 0.12549 SCN 90 35.699 m 558 35.699 l S Q endstream endobj 172 0 obj <> endobj 173 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 174 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 54 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.0249 Tw [(Both respondents viewed FWAs as an important tool in attraction and retention in S)22.8(outh K)22.8(orea.)]TJ 0 -1.2727 TD [(H)23(owever)80(, only one of them named FWAs as one of the top f)19.9(ive most important tools to attract and)]TJ T* [(retain employees, placing it as number f)19.9(ive on their list. R)22.8(ather)80(, both companies named the follow-)]TJ T* (ing two factors as their top two tools for attraction and retention: )Tj 1.0931 -2.3636 TD (1. Quick advancement/increased responsibilities )Tj 0 -1.7244 TD [(2. C)24.8(ompany reputation and status )]TJ -1.0931 -2.3658 TD [(It is interesting to note that when T)100(owers P)30.9(errin conducted research on drivers of attraction, reten-)]TJ 0 -1.2727 TD (tion, and engagement among 16 countries across four continents, 峸ork-life balance was selected)Tj T* [(as the second most important attraction driver in S)22.8(outh K)22.8(orea \(T)100(ozier)80(, 2006\). )]TJ /F3 1 Tf 14 0 0 14 54 520.8491 Tm [(T)80.2(ypes of flexible work arrangements )]TJ /F1 1 Tf 11 0 0 11 54 500.8491 Tm [(M)23(erck has a formal policy on FWAs in K)22.8(orea and the three most common types of arrangements)]TJ T* (offered are: )Tj 1.0931 -2.3636 TD [(1. F)22.8(lextime \(used by an estimated 30% of employees\) )]TJ 0 -1.7244 TD [(2. A)19.9(djusted work hours to care for child with special needs \(utilized by 5%\))]TJ T* [(3. T)100(elecommuting )]TJ /F3 1 Tf 14 0 0 14 54 379.9691 Tm (Obstacles to introducing FWAs)Tj /F1 1 Tf 11 0 0 11 54 359.9691 Tm [(Only M)22.8(erck answered this question and listed the following factors as the three most important: )]TJ 1.0931 -2.3636 TD [(1. M)22.8(anagers resistance to FWAs)]TJ 0 -1.7244 TD [(2. N)22.8(ot industry practice)]TJ T* [(3. Lack of face time \(employees fear )49.9(out of sight out of mind嶾))]TJ -1.0931 -2.3658 TD [(The respondent did not think that there was any signif)19.9(icant difference between FWAs in K)22.8(orea and)]TJ 0 -1.2727 TD [(the W)60(est, and that work itself, rather than cultural or ideological factors, affect the implementation)]TJ T* (of FWAs.)Tj ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 21.5215 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (40)Tj ET /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 54 35.699 m 522 35.699 l S Q endstream endobj 175 0 obj <> endobj 176 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 177 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F3 1 Tf 14 0 0 14 90 709.5718 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (Cultural/ideological factors affecting flexible work arrangements )Tj /F1 1 Tf 11 0 0 11 102.024 689.5718 Tm [()-600.5(In an international comparison of 24 OECD countries, S)22.8(o)0.1(uth K)22.8(orea scored low on a 峳eason-)]TJ 0.9524 -1.2727 TD (able work hour index, which supports the notion that this country is focused on work and)Tj T* [(therefore, may face more resistance to the notion of flexible work arrangements. \(C)24.8(ouncil for)]TJ T* [(G)23(ender Equality\))]TJ -0.9524 -1.7244 TD [()-600.5(There is a very strong work ethic in K)22.8(orea. It was only in 2004 that large companies in S)22.8(outh)]TJ 0.9524 -1.2727 TD [(K)23(orea introduced the f)19.9(ive-day work week \(in lieu of the six-day week\) and all companies must)]TJ T* [(adhere to this work week by 2011. R)22.8(eportedly)80(, many employees are experiencing stress as they)]TJ T* [(are struggling to adjust to their new-found leisure time and the K)22.8(orea Culture and T)100(ourism)]TJ T* [(P)31.1(olicy Institute are making leisure counselors available teaching people to 峴eize their time)]TJ T* [(\(W)70(all Street J)30.9(ournal, 2006\).)]TJ -0.9524 -1.7244 TD -0.0182 Tc 0.0248 Tw [( A survey of women off)19.9(icials in K)22.8(orea revealed that 64.6 percent of the women had experienced gen-)]TJ 0.5774 -1.2727 TD 0.025 Tw [(der discrimination and 58.1 percent said they received fewer opportunities for promotion \(A)42.9(ugust)]TJ T* [(and T)100(uten 2003\). A)22.8(ccording to some f)19.9(indings, one out of ten advertisements in the country had vio-)]TJ T* [(lated gender equality laws \(P)30.9(acif)19.9(ic Bridge, 2007\). 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However)80(, there is)]TJ T* (no specific protection for pregnant employees or new mothers. National legislation also stipulates)Tj T* (that no female employee may be dismissed from her employment whilst she is on maternity leave)Tj T* (\(Malaysia: Employment Act, 1955\).)Tj 14 0 0 14 54 411.5906 Tm (Attraction and retention of employees )Tj /F6 1 Tf 11 0 0 11 59.976 391.5906 Tm [(T)100.2(able 13: Demand for flexible work arrangements in Malaysia)]TJ ET 0.81961 0.82745 0.83137 SCN 59.976 358.591 m 516.024 358.591 l S BT /F3 1 Tf 11 0 0 11 175.1336 365.5666 Tm [(V)60.2(ery Strong )-4125.1(Strong )-3269(Not very strong )-1440.2(Not at all strong )]TJ ET 59.976 335.591 m 516.024 335.591 l S BT 11 0 0 11 59.976 342.5666 Tm [(C)29.9(adbury Schweppes)]TJ /F6 1 Tf 29.1817 0 TD 0 Tc 0 Tw (X)Tj ET 59.976 312.591 m 516.024 312.591 l S BT /F3 1 Tf 11 0 0 11 59.976 319.5666 Tm -0.0001 Tc 0.025 Tw (Dow Chemical )Tj /F6 1 Tf 21.013 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -21.013 -2.0909 TD -0.0001 Tc 0.025 Tw (Royal Dutch Shell)Tj /F6 1 Tf 21.013 0 TD 0 Tc 0 Tw (X)Tj -21.013 -5.7295 TD -0.0001 Tc 0.025 Tw [(T)100.2(able 14: Flexible work arrangements as tool in attraction and retention of employees in Malaysia)]TJ /F3 1 Tf 10.4897 -2.3658 TD [(V)60.2(ery )-3056.1(Important)-1479(Neither important)-3002.8(Not very)-3435.5(Not)]TJ ET 59.976 186.543 m 516.024 186.543 l S BT 11 0 0 11 161.807 193.5186 Tm [(Important)-8088.1(nor unimportant)-3009.2(important)-2923.3(at all)]TJ ET 59.976 163.543 m 516.024 163.543 l S BT 11 0 0 11 59.976 170.5186 Tm [(C)29.9(adbury Schweppes )]TJ /F6 1 Tf 24.7177 0 TD 0 Tc 0 Tw (X)Tj ET 59.976 140.543 m 516.024 140.543 l S BT /F3 1 Tf 11 0 0 11 59.976 147.5186 Tm -0.0001 Tc 0.025 Tw (Dow Chemical)Tj /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -17.3672 -2.0909 TD -0.0001 Tc 0.025 Tw (Royal Dutch Shell)Tj /F6 1 Tf 11.0705 0 TD 0 Tc 0 Tw (X)Tj /F1 1 Tf -11.6137 -4.4567 TD -0.0001 Tc 0.025 Tw (As can be seen in the tables above, opinions on the importance of FWAs in recruitment and reten-)Tj ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 21.9011 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (42)Tj ET 0.13725 0.12157 0.12549 SCN 54 35.699 m 522 35.699 l S Q endstream endobj 181 0 obj <> endobj 182 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 183 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 90 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (tion varied between the companies. All three companies surveyed placed salary as the number one)Tj 0 -1.2727 TD [(tool in recruitment and retention in M)22.8(alaysia. Other factors that scored high were )]TJ /F2 1 Tf 34.7562 0 TD (company reputa-)Tj -34.7562 -1.2727 TD (tion and status )Tj /F1 1 Tf 6.1956 0 TD (and quick advancement/increased responsibilities. Only one company placed flexible)Tj -6.1956 -1.2727 TD [(work arrangements among the f)19.9(ive most important factors. )]TJ /F3 1 Tf 14 0 0 14 90 619.8411 Tm [(T)80.2(ypes of flexible work arrangements )]TJ /F1 1 Tf 11 0 0 11 102.024 599.8411 Tm 0.0247 Tw [( C)29.9(adbury Schweppes offers part-time in M)22.8(alaysia, but otherwise has no formal policy on FWAs)]TJ 0.6228 -1.2727 TD 0.025 Tw (and has no current plans to provide other FWAs. )Tj -0.6228 -1.7244 TD 0.0247 Tw ( Dow offers flextime and working from home and estimates that 15% and 10% make use of these)Tj 0.6228 -1.2727 TD 0.025 Tw [(arrangements, respectively)80(. )]TJ -0.6228 -1.7244 TD 0.0247 Tw ( Shell has a formal policy on FWAs, which is made available to all employees \(some components)Tj 0.6228 -1.2727 TD 0.025 Tw [(are only offered to some employees\). FWAs need to be approved by an employee恠 manager)79.9(. The)]TJ T* (following arrangements are offered \(including estimated utilization rate\): )Tj -0.6228 -2.3636 TD [(1. F)22.8(lextime \(33%\))]TJ 0 -1.7244 TD [(2. T)100(elecommuting \(33%\))]TJ T* [(3. W)60(orking beyond normal retirement age \(10%\) )]TJ T* [(4. P)30.9(art-time \(5%\))]TJ T* (5. Extended leave \(sabbatical\) \(5%\))Tj -1.0931 -2.3658 TD [(In addition, Shell M)22.8(alaysia offers:)]TJ 1.0931 -2.3636 TD [( A)22.8(ccumulation of up to 30 days leave to be taken at a stretch)]TJ 0 -1.7244 TD 0.0247 Tw [( H)23(alf pay leave to care for family members and to extend maternity leave)]TJ T* 0.0249 Tw [( F)49.9(ull pay leave for a variety of reasons)]TJ T* ( Unpaid leave for a maximum of three months )Tj -1.0931 -2.3658 TD [(T)100.1(o)0( support the utilization of flexible work arrangements, Shell M)22.8(alaysia has developed a charter)80(,)]TJ 0 -1.2727 TD (which contains an overall framework for each person and team to develop his or her own working)Tj T* [(norms. F)39.9(or example: )]TJ 1.0931 -2.3636 TD 0.0247 Tw ( Staff should enter into a dialogue with their supervisor about how a good balance between work-)Tj 0.6228 -1.2727 TD 0.025 Tw (ing requirements and personal needs can be met. )Tj -0.6228 -1.7244 TD 0.0247 Tw [( M)23(eetings and workshops should be scheduled, where possible, to avoid travel on weekends and)]TJ 0.6228 -1.2727 TD 0 Tw (holidays. )Tj -0.6228 -1.7244 TD 0.0247 Tw ( An adequate work/rest balance should be maintained during and following business trips or)Tj 0.6228 -1.2727 TD 0.025 Tw (periods of high workload. )Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.2208 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (43)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S Q endstream endobj 184 0 obj <> endobj 185 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 186 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F3 1 Tf 14 0 0 14 54 701.7352 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (Obstacles to introducing FWAs )Tj /F1 1 Tf 11 0 0 11 66.024 681.7352 Tm 0.0246 Tw ( One respondent listed infrastructure and small housing as the top two obstacles. )Tj 0 -1.7244 TD 0.0247 Tw ( Another respondent listed three obstacles: operational needs of the company; lack of demand)Tj 0.6228 -1.2727 TD 0.025 Tw (from employees; and managers resistance to FWAs. )Tj ET /Cs6 CS 0.73333 0.74118 0.75294 SCN 0 J 0 j 2 w 10 M []0 d 108 620.743 m 468 620.743 l S BT /F7 1 Tf 10 0 0 10 108 601.7432 Tm [()100.2(As this [FWAs] is very new here, there is a mindset change that needs to take place. The)]TJ 0 -1.7 TD (change is around trust. There needs to be trust that the employee will not be abusing the)Tj T* (FWA and there should not be any stigma that might be associated with this. )Tj ET 108 528.719 m 468 528.719 l S BT /F6 1 Tf 10 0 0 10 363.0688 541.7432 Tm [(ER/IR Manager)80(, Malaysia )]TJ /F1 1 Tf 11 0 0 11 54 498.9432 Tm [(FWAs are still not considered common practice in M)22.8(alaysia and some people may still have the per-)]TJ 0 -1.2727 TD [(ception that employees making use of these arrangements are not as hardworking or diligent. T)100(o)]TJ T* (counteract this, Shell has tried to make the process for granting FWAs and the criteria used to)Tj T* (approve such arrangements transparent. )Tj ET 108 428.943 m 468 428.943 l S BT /F7 1 Tf 10 0 0 10 108 409.9432 Tm (峉hell Malaysia恠 prime objective is to meet our business goals. Providing a culture in)Tj 0 -1.7 TD (which individuals are encouraged to discuss ways of finding the appropriate balance)Tj T* (between work and personal interests is a key factor in meeting this objective. )Tj ET 108 336.919 m 468 336.919 l S BT /F6 1 Tf 10 0 0 10 180.2748 349.9432 Tm [(\(F)56.8(rom 峂y Time Flexi-work Policies, Human Resources, Malaysia嶾))]TJ /F3 1 Tf 14 0 0 14 54 283.1672 Tm (Cultural/ideological factors affecting flexible work arrangements. )Tj /F1 1 Tf 11 0 0 11 54 263.1672 Tm [(It is worth mentioning that even with greater employment achievement, most women in M)22.8(alaysia)]TJ 0 -1.2727 TD (have the main responsibility for home and children. Increasing attention is therefore being paid to)Tj T* [(the mental health effect of combining both work and family roles simultaneously \(N)22.8(oor)80(, 1999\). The)]TJ T* [(belief that women must take second place to men at the workplace is still prevalent \(K)22.8(omarraju,)]TJ T* (2002\). 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of paid days off: )-13313.2(19)]TJ ET 95.976 576.591 m 552.024 576.591 l S BT 11 0 0 11 95.976 583.5666 Tm [(F)40(emale labor force participation:)-17059.9(35%)]TJ ET 95.976 553.591 m 552.024 553.591 l S BT 11 0 0 11 95.976 560.5666 Tm [(Required paid maternity leave: )-15995(60 days at 100% pay)]TJ 0 -2.0909 TD -0.0115 Tc [(W)60.2(omen comprise 39% of the labor force \(The W)59.9(orld Bank Group: Database of Gender Statistics,)]TJ ET 95.976 516.591 m 552.024 516.591 l S BT 11 0 0 11 95.976 523.5666 Tm 0 Tw (2004\).)Tj T* -0.0001 Tc 0.0249 Tw [(Philippines is ranked one of the top five life-focused countries in NOP W)59.9(orld恠 W)60(ork/Life Index,)]TJ 0 -1.2727 TD (spending on average 32 hours/week at work and 41.1 total hours/week 峚t play.)Tj 14 0 0 14 90 439.5906 Tm (Attraction and retention of employees )Tj /F6 1 Tf 11 0 0 11 95.976 419.5906 Tm [(T)100.2(able 15: Demand for flexible work arrangements in the Philippines)]TJ ET 0.81961 0.82745 0.83137 SCN 95.976 386.591 m 552.024 386.591 l S BT /F3 1 Tf 11 0 0 11 211.1336 393.5666 Tm [(V)60.2(ery Strong )-4125.1(Strong )-3269(Not very strong )-1440.2(Not at all strong )]TJ ET 95.976 363.591 m 552.024 363.591 l S BT 11 0 0 11 95.976 370.5666 Tm [(C)29.9(adbury Schweppes)]TJ /F6 1 Tf 29.1817 0 TD 0 Tc 0 Tw (X)Tj ET 95.976 340.591 m 552.024 340.591 l S BT /F3 1 Tf 11 0 0 11 95.976 347.5666 Tm -0.0001 Tc 0.025 Tw (Dow Chemical )Tj /F6 1 Tf 29.1817 0 TD 0 Tc 0 Tw (X)Tj ET 95.976 317.591 m 552.024 317.591 l S BT /F3 1 Tf 11 0 0 11 95.976 324.5666 Tm -0.0001 Tc 0.025 Tw [(Kraft F)39.9(oods)]TJ /F6 1 Tf 21.013 0 TD 0 Tc 0 Tw (X)Tj ET 95.976 294.591 m 552.024 294.591 l S BT /F3 1 Tf 11 0 0 11 95.976 301.5666 Tm -0.0001 Tc 0.025 Tw [(Merck & C)24.8(o)0(.)]TJ /F6 1 Tf 21.013 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -21.013 -2.0909 TD -0.0001 Tc 0.025 Tw (Royal Dutch Shell)Tj /F6 1 Tf 21.013 0 TD 0 Tc 0 Tw (X)Tj -21.013 -4.1818 TD -0.0172 Tc 0.025 Tw [(T)100.2(able 16: Flexible work arrangements as tool in attraction and retention of employees in the Philippines)]TJ /F3 1 Tf 10.4897 -2.3658 TD -0.0001 Tc [(V)60.2(ery )-3056.1(Important)-1479(Neither important)-3002.8(Not very)-3435.5(Not)]TJ ET 95.976 185.567 m 552.024 185.567 l S BT 11 0 0 11 197.807 192.5426 Tm [(Important)-8088.1(nor unimportant)-3009.2(important)-2923.3(at all)]TJ ET 95.976 162.567 m 552.024 162.567 l S BT 11 0 0 11 95.976 169.5426 Tm [(C)29.9(adbury Schweppes)]TJ /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj ET 95.976 139.567 m 552.024 139.567 l S BT /F3 1 Tf 11 0 0 11 95.976 146.5426 Tm -0.0001 Tc 0.025 Tw (Dow Chemical )Tj /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj ET 95.976 116.567 m 552.024 116.567 l S BT /F3 1 Tf 11 0 0 11 95.976 123.5426 Tm -0.0001 Tc 0.025 Tw [(Kraft F)39.9(oods)]TJ /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj ET 95.976 93.567 m 552.024 93.567 l S BT /F3 1 Tf 11 0 0 11 95.976 100.5426 Tm -0.0001 Tc 0.025 Tw [(Merck & C)24.8(o)0(.)]TJ /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -17.3672 -2.0909 TD -0.0001 Tc 0.025 Tw (Royal Dutch Shell)Tj /F6 1 Tf 11.0705 0 TD 0 Tc 0 Tw (X)Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT 10 0 0 10 580.3064 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc (45)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f 0.13725 0.12157 0.12549 SCN 90 35.699 m 558 35.699 l S Q endstream endobj 190 0 obj <> endobj 191 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 192 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 54 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (As seen in the tables above, all respondents viewed FWAs as an important or very important tool in)Tj 0 -1.2727 TD [(flexible work arrangements. It is worth pointing out, however)80(, that not one company named FWAs)]TJ T* [(among their top f)19.9(ive most important factors to attract and retain employees. The most important)]TJ T* [(factor appears to be salary)80(, with four out of f)19.9(ive respondents placing this factor on top of their list. )]TJ /F3 1 Tf 14 0 0 14 54 619.8411 Tm [(T)80.2(ypes of flexible work arrangements )]TJ /F1 1 Tf 11 0 0 11 54 599.8411 Tm [(F)23(lextime is the most commonly practiced FWA, with three companies citing very high utilization)]TJ T* [(rates: C)29.9(adbury Schweppes \(80%\), Dow Chemical \(97%\) and Kraf)16(t F)39.9(oods \(70%\). T)100(elecommuting is)]TJ T* (the second most commonly practiced FWA. Dow Chemical, for example, has 25% of its employees)Tj T* (utilizing telecommuting. Dow has 62% of its employees \(only those in certain job roles\) working)Tj T* (from home, which is otherwise a rare practice in Asia as a whole. )Tj /F3 1 Tf 14 0 0 14 54 493.8651 Tm (Obstacles to introducing FWAs )Tj /F1 1 Tf 11 0 0 11 54 473.8651 Tm (There appears to be no common denominator in terms of obstacles to implementing FWAs among)Tj T* (our respondents:)Tj 1.0931 -2.3636 TD 0.0246 Tw [( T)80.1(wo companies mentioned small housing as one of their top obstacles. )]TJ 0 -1.7244 TD [( T)80.1(wo companies mentioned managers resistance as a factor)80(.)]TJ T* -0.0182 Tc 0.0248 Tw [( T)80.1(wo companies included lack of demand from employees, but ranked it as number f)20(ive on their list. )]TJ /F3 1 Tf 14 0 0 14 54 352.9851 Tm -0.0001 Tc 0.025 Tw (Cultural/ideological factors affecting flexible work arrangements. )Tj /F1 1 Tf 11 0 0 11 54 332.9851 Tm (Despite relatively high utilization rates, most respondents seem to agree that employees in the)Tj 0 -1.2727 TD (Philippines have a mindset that is still focused on traditional practices. As one respondent put it:)Tj T* [(岶)22.8(lexibility is an added perk, but not too common. This may account for the fact that FWAs are still)]TJ T* (not seen as imperative in the war for talent. )Tj ET /Cs6 CS 0.73333 0.74118 0.75294 SCN 0 J 0 j 2 w 10 M []0 d 108 262.985 m 468 262.985 l S BT /F7 1 Tf 10 0 0 10 108 243.9851 Tm (...there is not very much attention paid to FWAs in the Philippines. People are quite )Tj 0 -1.7 TD (comfortable with the status quo, and if FWAs are offered, it is mostly to avoid traffic )Tj T* (and congestion. )Tj ET 108 170.961 m 468 170.961 l S BT /F6 1 Tf 10 0 0 10 303.9785 183.9851 Tm [(Human Resources Director)80(, Philippines )]TJ ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT 10 0 0 10 21.6509 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (46)Tj ET 0.13725 0.12157 0.12549 SCN 54 35.699 m 522 35.699 l S Q endstream endobj 193 0 obj <> endobj 194 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 195 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 90 703.9806 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw [(There is some evidence that the mindset will shif)16(t, as the Philippines is increasingly exposed to)]TJ 0 -1.2727 TD (globalization, and as a new generation, with an appreciation for work-life balance, enters the work-)Tj T* [(force. H)22.8(owever)80(, it is worth pointing out that the Philippines is already ranked one of the top f)19.9(ive)]TJ T* [(life-focused countries in NOP W)59.9(orld恠 W)59.9(ork-life Index, spending on average 32 hours/week at work)]TJ T* (and 41.1 total hours/week 峚t play. This could indicate that a lot of employees may already feel that)Tj T* (they have an adequate work-life balance and that the need for formal FWAs is limited. )Tj 0 -2.3636 TD [(Interestingly)80(, one respondent mentioned that employees would rather 峸ork in the off)19.9(ice and relax)]TJ 0 -1.2727 TD [(at home, which is why working from home is not practiced frequently)80(. This may well be anecdotal)]TJ T* [(to that company)80(, but it points to an important fact: a country恠 cultural values as a whole might be)]TJ T* [(devoted to work-life balance, but the key is to f)19.9(ind out how that balance best plays out. 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It is interest-)Tj T* (ing to note that three out of four respondents do not think there is a strong demand for FWAs. )Tj ET /Cs6 CS 0.73333 0.74118 0.75294 SCN 0 J 0 j 2 w 10 M []0 d 144 655.817 m 504 655.817 l S BT /F7 1 Tf 10 0 0 10 144 636.8171 Tm (岶WA is a powerful tool to use in the competition for talent and will enable companies to)Tj 0 -1.7 TD (tap into the pool of older and experienced workers in Singapore恠 rapidly aging population )Tj ET 144 580.793 m 504 580.793 l S BT /F6 1 Tf 10 0 0 10 366.2456 593.8171 Tm [(HR Manager)80(, Projects, Singapore )]TJ /F1 1 Tf 11 0 0 11 90 551.0171 Tm [(S)23.1(alary tops the list of most important factors in attraction and retention. T)79.9(wo respondents also)]TJ 0 -1.2727 TD (placed quick advancement/increased responsibilities as the number one or two most important tool. )Tj ET 144 509.017 m 504 509.017 l S BT /F7 1 Tf 10 0 0 10 144 490.0171 Tm [()100.2(An FWA program doesn恡 have as big an impact on employee attitudes as possibility for)]TJ 0 -1.7 TD (career advancement, more robust compensation packages, formal training courses僒hese)Tj T* [(are seen, at least today)49.9(, as more important and attractive than the programs being)]TJ T* (requested in the rest of the world. )Tj ET 144 399.993 m 504 399.993 l S BT /F6 1 Tf 10 0 0 10 391.3896 413.0171 Tm (Director MOD, Asia Pacific)Tj /F1 1 Tf 11 0 0 11 90 370.2171 Tm [(S)31.1(upporting the f)19.9(indings above, other research conf)19.9(irms that many HR managers in S)22.8(ingapore note)]TJ 0 -1.2727 TD (that salary is an important factor in retaining employees. A recent survey found that the number)Tj T* [(one quality that college graduates in S)22.8(ingapore are looking for in a job is the opportunity for)]TJ T* [(advancement \(P)30.9(acif)19.9(ic Bridge, 2007\). Lack of career development opportunities is another common)]TJ T* [(reason for employees to look for a different job \(P)30.9(acif)19.9(ic Bridge, 2007\). )]TJ /F3 1 Tf 14 0 0 14 90 264.2411 Tm [(T)80.2(ypes of flexible work arrangements )]TJ /F1 1 Tf 11 0 0 11 90 244.2411 Tm [(F)23(lextime is the arrangement most commonly offered among our respondents. )]TJ 1.0931 -2.3636 TD 0.0247 Tw ( Dow Chemical estimates that up to 20% of their employees make use of flextime. )Tj 0 -1.7244 TD [( Shell estimates that both telecommuting and flextime are very common in the company)80(, but)]TJ 0.6228 -1.2727 TD 0.025 Tw (they are not tracking it. Other arrangements offered by the company include: )Tj 0.4637 -1.7244 TD (- Extended leave \(sabbatical\))Tj T* [(- P)30.9(art-time)]TJ T* [(- A)19.9(djusted work hours to care for child with special needs)]TJ -1.0865 -1.7244 TD [()-600.5(Kraf)16(t F)39.9(oods does not have a formal policy on FWAs in S)22.8(ingapore, but FWAs are offered to )]TJ 0.9524 -1.2727 TD (all employees on a case-by-case basis; flextime and adjusted work hours to care for child with)Tj T* (special needs and elders being the most common arrangements offered. )Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 579.6509 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (49)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f 0.13725 0.12157 0.12549 SCN 90 35.699 m 558 35.699 l S Q endstream endobj 202 0 obj <> endobj 203 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 204 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F3 1 Tf 14 0 0 14 54 709.5718 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (Obstacles to introducing FWAs )Tj /F1 1 Tf 11 0 0 11 66.024 689.5718 Tm 0.0247 Tw ( Three companies mentioned lack of demand from employees as the most important obstacle. )Tj 0 -1.7244 TD ( Infrastructure \(e.g., small housing\) was also mentioned as an obstacle, as was managers resist-)Tj 0.6228 -1.2727 TD 0.025 Tw [(ance to FWAs. R)22.8(egarding the latter)80(, one company representative pointed out that it was easy to)]TJ T* [(get leaders onboard, as long as FWAs do not add costs and the guidelines are clear)79.9(. )]TJ /F3 1 Tf 14 0 0 14 54 599.6598 Tm (Cultural/ideological factors affecting flexible work arrangements )Tj /F1 1 Tf 11 0 0 11 54 579.6598 Tm [(T)100.1(o)0( some extent, S)22.8(ingaporean society expects professional women to take on both work responsibili-)]TJ T* [(ties while taking care of the majority of the childcare and household tasks \(K)22.8(omarraju, 2006\).)]TJ T* [(H)23(owever)80(, domestic helpers are commonly employed to care for children and elders. G)30.9(randparents)]TJ T* (also partake in care of grandchildren. Childcare centers and child care subsidies are also available)Tj T* (for working mothers. This could lead to a less accentuated demand for FWAs and explain the fact)Tj T* (that FWAs are not widely used. )Tj 0 -2.3636 TD (One respondent mentioned that due to local culture, people sometimes feel badly if they leave the)Tj 0 -1.2727 TD [(off)19.9(ice early)80(. FWAs could obviously exacerbate such a feeling. )]TJ 0 -2.3636 TD (Another respondent said that employees in their company generally did not work late evenings or)Tj 0 -1.2727 TD (on weekends and were therefore able to spend adequate time with their families. In other words,)Tj T* (balance between work and life could be obtained without the aid of FWAs. This could explain a rela-)Tj T* (tively low demand for FWAs. )Tj 0 -2.3636 TD (The results of a study involving employees of two large international hotels and a large department)Tj 0 -1.2727 TD [(store in S)22.8(ingapore support the hypothesis that FWAs can lead to more productive individuals. The)]TJ T* [(study shows that the introduction of flexible work hours had a signif)19.9(icant and positive impact on)]TJ T* (employee productivity and commitment, with the strongest effect on employees with children)Tj T* [(\(Chow & Chew)80(, 2006\). )]TJ 0 -2.3636 TD [(S)23.1(ingapore is one of the countries in Asia where the government has been the most proactive in)]TJ 0 -1.2727 TD (terms of promoting work-life balance and FWAs. The government set up a work-life unit and has)Tj T* (encouraged a tripartite approach between government, employers and unions to enhance family-)Tj T* [(friendly practices \(M)22.8(inistry of M)22.8(anpower www)80(.mom.gov)80(.sg/publish/momportal/en/home.html\).)]TJ T* [(M)23(ore organizations in S)22.8(ingapore \(primarily from the public sector as well as the community)80(, social)]TJ T* [(and personal services sectors\) have set up a comprehensive work-life infrastructure. M)22.8(ore organiza-)]TJ T* (tions are incorporating, as a corporate core value, the importance of effectively managing work and)Tj T* (family life issues \(from 36.3% in 2002 to 56.6%\) and are seeking employee feedback with regard to)Tj T* [(work and family needs \(from 14.9% to 58.8%\). \(W)59.9(ee, 2004\))]TJ ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.0867 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (50)Tj ET /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 54 35.699 m 522 35.699 l S Q endstream endobj 205 0 obj <> endobj 206 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 207 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 1 1 1 scn 91 303.155 466 82.969 re f /Cs6 CS 0.81961 0.82745 0.83137 SCN 0 J 0 j 2 w 10 M []0 d /GS2 gs 91 386.124 466 -82.969 re S 190.946 380.941 m 190.946 307.769 l 254.826 380.941 m 254.826 307.769 l 321.706 380.941 m 321.706 307.769 l 428.586 380.941 m 428.586 307.769 l 503.465 380.941 m 503.465 307.769 l S /GS1 gs 91 436.268 466 68.417 re f /GS2 gs 91 504.685 466 -68.417 re S 190.946 500.517 m 190.946 440.288 l 288.513 500.517 m 288.513 440.288 l 366.9 500.517 m 366.9 440.288 l 464.467 500.517 m 464.467 440.288 l S 0.90196 0.90588 0.9098 scn /GS1 gs 90.25 569.95 467.5 149.8 re f 0.13725 0.12157 0.12549 SCN 0.5 w /GS2 gs 90.25 719.75 467.5 -149.8 re S BT /F6 1 Tf 12 0 0 12 95.976 702.4943 Tm 0.13725 0.12157 0.12549 scn -0.0001 Tc 0 Tw [(T)100.2(aiwan )]TJ ET 0.73333 0.74118 0.75294 SCN 2 w 95.976 667.518 m 552.024 667.518 l S BT /F3 1 Tf 11 0 0 11 95.976 674.4943 Tm 0.025 Tw [(Population: )-22201(22.8 million)]TJ ET 95.976 644.518 m 552.024 644.518 l S BT 11 0 0 11 95.976 651.4943 Tm [(GDP per capita: )-22554.1($29,500)]TJ ET 95.976 621.518 m 552.024 621.518 l S BT 11 0 0 11 95.976 628.4943 Tm [(% of population below poverty line: )-12471.9(0.9%)]TJ ET 95.976 598.518 m 552.024 598.518 l S BT 11 0 0 11 95.976 605.4943 Tm [(Minimum # of paid days off: )-13313.2(25)]TJ 0 -2.0909 TD [(Required paid maternity leave: )-15995(8 weeks at 100% pay)]TJ 14 0 0 14 90 535.5183 Tm (Attraction and retention of employees)Tj /F6 1 Tf 11 0 0 11 95.976 515.5183 Tm [(T)100.2(able 19: Demand for flexible work arrangements in T)100(aiwan)]TJ ET 0.81961 0.82745 0.83137 SCN 95.976 482.518 m 552.024 482.518 l S BT /F3 1 Tf 11 0 0 11 211.1336 489.4943 Tm [(V)60.2(ery Strong )-4125.1(Strong )-3269(Not very strong )-1440.2(Not at all strong )]TJ ET 95.976 459.518 m 552.024 459.518 l S BT 11 0 0 11 95.976 466.4943 Tm (Dow Chemical)Tj /F6 1 Tf 29.1817 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -29.1817 -2.0909 TD -0.0001 Tc 0.025 Tw [(Kraft F)39.9(oods)]TJ /F6 1 Tf 29.1817 0 TD 0 Tc 0 Tw (X)Tj -29.1817 -4.1818 TD -0.0001 Tc 0.025 Tw [(T)100.2(able 20: Flexible work arrangements as tool in attraction and retention of employees)]TJ /F3 1 Tf 10.4897 -2.3658 TD [(V)60.2(ery )-3056.1(Important)-1479(Neither important)-3002.8(Not very)-3435.5(Not)]TJ ET 95.976 350.494 m 552.024 350.494 l S BT 11 0 0 11 197.807 357.4702 Tm [(Important)-8088.1(nor unimportant)-3009.2(important)-2923.3(at all)]TJ ET 95.976 327.494 m 552.024 327.494 l S BT 11 0 0 11 95.976 334.4702 Tm (Dow Chemical)Tj /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -17.3672 -2.0909 TD -0.0001 Tc 0.025 Tw [(Kraft F)39.9(oods)]TJ /F6 1 Tf 33.2596 0 TD 0 Tc 0 Tw (X)Tj /F1 1 Tf -33.8028 -4.1818 TD -0.0001 Tc 0.0249 Tw [(Both company representatives agreed that the demand for FWAs among employees in T)100(aiwan was)]TJ 0 -1.2727 TD (not very strong. One representative viewed FWAs as an important tool in attraction and retention;)Tj T* (the other did not view it as very important. )Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.9863 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (51)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f 0.13725 0.12157 0.12549 SCN 90 35.699 m 558 35.699 l S Q endstream endobj 208 0 obj <> endobj 209 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 210 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F3 1 Tf 14 0 0 14 54 709.5718 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw [(T)80.2(ypes of flexible work arrangements )]TJ /F1 1 Tf 11 0 0 11 66.024 689.5718 Tm [()-600.5(Kraf)16(t F)39.9(oods does not have a formal policy on flexible work arrangements in T)100(aiwan. Currently)80(,)]TJ 0.9524 -1.2727 TD (the company is offering flexible lunch hours but is not planning to offer other options. )Tj -0.9524 -1.7244 TD 0.0247 Tw ( Dow Chemical has a formal policy on flexible work arrangements, they are offered only to full-)Tj 0.6228 -1.2727 TD 0.025 Tw (time employees. Only people at a certain job level can apply to work at home. Dow offers the )Tj T* (following arrangements:)Tj 0.4637 -1.7244 TD [(- A)19.9(djusted work hours to care for child with special needs)]TJ T* [(- A)19.9(djusted work hours to care for elders )]TJ T* [(- W)60(ork from home )]TJ T* [(- T)100(elecommuting )]TJ T* [(- P)30.9(art-time )]TJ /F3 1 Tf 14 0 0 14 54 490.8198 Tm (Obstacles to introducing FWAs )Tj /F1 1 Tf 11 0 0 11 54 470.8198 Tm (The following obstacles were mentioned from the representative of Dow: )Tj 1.0931 -2.3636 TD [(1. Lack of face time \(employees fear )49.9(out of sight out of mind嶾))]TJ 0 -1.7244 TD [(2. M)22.8(anagers resistance to FWAs)]TJ T* (3. Lack of demand from employees)Tj T* (4. Small housing)Tj T* (5. Infrastructure )Tj -1.0931 -2.3658 TD [(R)23(espondents felt that the nature of the job made it inappropriate to apply FWAs. When there is a)]TJ 0 -1.2727 TD [(need for people to interact, flexible schedules and work locations would make it diff)19.9(icult to connect. )]TJ /F3 1 Tf 14 0 0 14 54 278.9478 Tm (Cultural/ideological factors affecting flexible work arrangements )Tj /F1 1 Tf 11 0 0 11 54 258.9478 Tm [(There are still traditional gender views at work in T)100(aiwan. One study found that a husband恠 nega-)]TJ T* (tive attitude toward a working wife will more greatly discourage his wife from staying employed)Tj T* [(than will the presence of young children in the family \(Chuang and Lee, 2003\). F)39.9(orty-f)19.9(ive percent of)]TJ T* [(women in T)100(aiwan withdraw from the labor force af)16(ter marriage or af)16(ter childbirth, supporting the)]TJ T* [(hypothesis that the family life cycle has an effect on female employment. \(Y)80(u, 2006\))]TJ 0 -2.3636 TD (The capital and technology intensive economy \(particularly the computer products related indus-)Tj 0 -1.2727 TD (tries\) is increasing the demand for female workers, and females, regardless of their marital status,)Tj T* [(participate in this sector with signif)19.9(icant magnitudes \(Chien & Yi, 2002\). It is possible that )]TJ T* (traditional views keep women from demanding FWAs to allow them more flexibility in terms of)Tj T* (career advancement at the moment, but it is equally possible that this will change, as the country )Tj T* [(is increasingly exposed to W)60(estern influences and employees are able to compare what working)]TJ T* (standards and options are offered in other parts of the world. )Tj ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.4663 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (52)Tj ET /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 54 35.699 m 522 35.699 l S Q endstream endobj 211 0 obj <> endobj 212 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 213 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /Cs6 cs 1 1 1 scn 91 154.653 466 82.969 re f /Cs6 CS 0.81961 0.82745 0.83137 SCN 0 J 0 j 2 w 10 M []0 d /GS2 gs 91 237.622 466 -82.969 re S 190.946 232.44 m 190.946 159.268 l 254.826 232.44 m 254.826 159.268 l 321.706 232.44 m 321.706 159.268 l 428.586 232.44 m 428.586 159.268 l 503.466 232.44 m 503.466 159.268 l S /GS1 gs 91 287.767 466 68.417 re f /GS2 gs 91 356.184 466 -68.417 re S 190.946 352.016 m 190.946 291.787 l 288.513 352.015 m 288.513 291.786 l 366.901 352.015 m 366.901 291.786 l 464.468 352.016 m 464.468 291.787 l S 0.90196 0.90588 0.9098 scn /GS1 gs 90.25 421.867 467.5 297.883 re f 0.13725 0.12157 0.12549 SCN 0.5 w /GS2 gs 90.25 719.75 467.5 -297.883 re S BT /F6 1 Tf 12 0 0 12 95.976 703.5666 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (Thailand )Tj ET 0.73333 0.74118 0.75294 SCN 2 w 95.976 668.591 m 552.024 668.591 l S BT /F3 1 Tf 11 0 0 11 95.976 675.5666 Tm -0.0001 Tc 0.025 Tw [(Population: )-22201(65 million)]TJ ET 95.976 645.591 m 552.024 645.591 l S BT 11 0 0 11 95.976 652.5666 Tm [(GDP per capita: )-22279.1($9,200)]TJ ET 95.976 622.591 m 552.024 622.591 l S BT 11 0 0 11 95.976 629.5666 Tm [(% of population below poverty line: )-12471.9(10%)]TJ ET 95.976 599.591 m 552.024 599.591 l S BT 11 0 0 11 95.976 606.5666 Tm [(Minimum # of paid days off: )-13313.2(19)]TJ ET 95.976 576.591 m 552.024 576.591 l S BT 11 0 0 11 95.976 583.5666 Tm [(F)40(emale labor force participation:)-17059.9(66%)]TJ 0 -2.0909 TD [(Required paid maternity leave: )-15995(90 days \(100% pay for )]TJ 30.5476 -1.2727 TD (first 45 days then 50%)Tj ET 95.976 525.591 m 552.024 525.591 l S BT 11 0 0 11 432 532.5666 Tm (pay for the rest\))Tj ET 95.976 502.591 m 552.024 502.591 l S BT 11 0 0 11 95.976 509.5666 Tm [(W)60.2(omen comprise 46% of the labor force \(LABORST)70(A Internet, ILO data, 2005\).)]TJ 0 -2.0909 TD [(One of the top five life-focused countries in NOP W)59.9(o)0.1(rld恠 W)60(ork-life Index, spending on average 47.4)]TJ ET 95.976 465.591 m 552.024 465.591 l S BT 11 0 0 11 95.976 472.5666 Tm [(hours/week at work and 54.1 total hours/week at play)80(.)]TJ /F7 1 Tf T* 0 Tw (Sanuk)Tj /F3 1 Tf 2.7706 0 TD 0.025 Tw [(\(love of fun\) is a value that precludes an 峚ll work and no play atmosphere. F)39.9(or many Thais,)]TJ -2.7706 -1.2727 TD (work that does not include some 峟un is rarely worth doing \(Roongrerngsuke et al, 2001\). )Tj 14 0 0 14 90 388.5906 Tm (Attraction and retention of employees )Tj /F6 1 Tf 11 0 0 11 95.976 368.5906 Tm [(T)100.2(able 21: Demand for flexible work arrangements in Thailand)]TJ ET 0.81961 0.82745 0.83137 SCN 95.976 335.591 m 552.024 335.591 l S BT /F3 1 Tf 11 0 0 11 211.1336 342.5666 Tm [(V)60.2(ery Strong )-4125.1(Strong )-3269(Not very strong )-1440.2(Not at all strong )]TJ ET 95.976 312.591 m 552.024 312.591 l S BT 11 0 0 11 95.976 319.5666 Tm [(C)29.9(adbury Schweppes)]TJ /F6 1 Tf 37.5599 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -37.5599 -2.0909 TD -0.0001 Tc 0.025 Tw (Dow Chemical)Tj /F6 1 Tf 29.1817 0 TD 0 Tc 0 Tw (X)Tj -29.1817 -4.4567 TD -0.0001 Tc 0.025 Tw [(T)100.2(able 22: Flexible work arrangements as tool in attraction and retention of employees in Thailand)]TJ /F3 1 Tf 10.4897 -2.3658 TD [(V)60.2(ery )-3056.1(Important)-1479(Neither important)-3002.8(Not very)-3435.5(Not)]TJ ET 95.976 200.543 m 552.024 200.543 l S BT 11 0 0 11 197.807 207.5186 Tm [(Important)-8088.1(nor unimportant)-3009.2(important)-2923.3(at all)]TJ ET 95.976 177.543 m 552.024 177.543 l S BT 11 0 0 11 95.976 184.5186 Tm [(C)29.9(adbury Schweppes)]TJ /F6 1 Tf 33.2596 0 TD 0 Tc 0 Tw (X)Tj /F3 1 Tf -33.2596 -2.0909 TD -0.0001 Tc 0.025 Tw (Dow Chemical)Tj /F6 1 Tf 17.3672 0 TD 0 Tc 0 Tw (X)Tj /F1 1 Tf -17.9105 -4.4567 TD -0.0061 Tc 0.025 Tw (As can be gleaned from the table above, respondents from Thailand vary widely in their views on the)Tj 0 -1.2727 TD (importance of FWAs in recruitment and retention. This could be explained by the different industries)Tj T* (the companies are in or simply that they are at different stages in terms of thinking about FWAs. )Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.7861 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (53)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f 0.13725 0.12157 0.12549 SCN 90 35.699 m 558 35.699 l S Q endstream endobj 214 0 obj <> endobj 215 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 216 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F1 1 Tf 11 0 0 11 54 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0121 Tc 0.0249 Tw [(Both companies rated the following three factors as the most important in recruitment and retention: )]TJ 1.0931 -2.3636 TD -0.0002 Tc 0.0251 Tw [(1. S)22.7(alary )]TJ 0 -1.7244 TD -0.0001 Tc [(2. Other benef)19.9(its/compensations \(e.g., vacation, health insurance\) )]TJ T* [(3. C)24.8(ompany reputation and status)]TJ /F3 1 Tf 14 0 0 14 54 604.9371 Tm [(T)80.2(ypes of flexible work arrangements )]TJ /F1 1 Tf 11 0 0 11 66.024 584.9371 Tm -0.0182 Tc 0.0248 Tw [( C)29.9(adbury Schweppes is currently not offering FWAs in Thailand, and has no current plans to do so. )]TJ T* -0.0001 Tc ( Dow Chemical is offering flextime, estimating that 2% of employees make use of this arrange-)Tj 0.6228 -1.2727 TD 0.025 Tw [(ment. F)22.8(lextime has been offered since 2004 and so far the company feels that employees)]TJ T* (appreciate this offering as it enables them to better manage their work and personal life. Other)Tj T* [(arrangements offered by Dow)80(, with an estimated 1% of employees making use of each:)]TJ 0.4637 -1.7244 TD (- Leave of absence \(without pay\))Tj T* [(- T)100(elecommuting)]TJ T* [(- W)60(ork from home)]TJ /F3 1 Tf 14 0 0 14 54 424.1211 Tm (Obstacles to introducing FWAs )Tj /F1 1 Tf 11 0 0 11 54 404.1211 Tm (Both respondents agreed that FWAs are not commonly offered in Thailand and if offered, flextime)Tj 0 -1.2727 TD [(is usually the arrangement that employees use. The representatives from C)29.9(adbury Schweppes and)]TJ T* (Dow placed the following two factors as top obstacles to introducing flexible work arrangements: )Tj 1.0931 -2.3636 TD ( Lack of demand from employees )Tj 0 -1.7244 TD [( N)22.8(ot industry practice)]TJ -1.0931 -2.3658 TD (Another obstacle mentioned was that the nature of certain jobs does not allow for FWAs. If FWAs)Tj 0 -1.2727 TD (are, in general, not practiced very much in Thailand, it is not surprising that the demand from)Tj T* (employees may be low at the moment. It is possible that this will change, as increased exposure to)Tj T* (western management practices will have an impact on how people are managed in Thailand)Tj T* [(\(R)22.8(oongrerngsuke, 2001\). As an indication of this, both our respondents saw many benef)19.9(its of FWAs)]TJ T* (\(see below\). )Tj ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.3064 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (54)Tj ET /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 54 35.699 m 522 35.699 l S Q endstream endobj 217 0 obj <> endobj 218 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 219 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F3 1 Tf 14 0 0 14 90 709.5718 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (Cultural/ideological factors affecting flexible work arrangements. )Tj /F1 1 Tf 11 0 0 11 102.024 689.5718 Tm 0.0247 Tw [( Despite women)49.9(恠 increasing role in the economy)80(, social values and gender role expectations that)]TJ 0.6228 -1.2727 TD 0.025 Tw [(require women to take charge of the household remain strong in Thailand. M)22.8(en continue to)]TJ T* (outweigh women at higher organizational levels: 77.2% of director-level positions are held by)Tj T* [(men, the corresponding f)19.9(igures for department manger and supervisor is 66.7% and 61%)]TJ T* [(\(Y)80(ukongdi, 2005\). )]TJ -0.6228 -1.7244 TD 0.0247 Tw [( As more and more women enter the workforce, however)80(, and presumably obtain higher posi-)]TJ 0.6228 -1.2727 TD 0.025 Tw (tions within companies, it is possible that the demand for FWAs will increase. Domestic help is)Tj T* (available and widely used by working mothers, releasing them from many household chores)Tj T* [(\(Leelakulthanit & S)22.8(iengthai, 1993\). Increasing use of FWAs may further enhance the possibili-)]TJ T* (ties for such women to pursue managerial careers. )Tj -0.6228 -1.7244 TD 0.0247 Tw [( The belief that one恠 social superiors must be obeyed remains a strong norm in Thai society)79.9(.)]TJ 0.6228 -1.2727 TD 0.025 Tw (Open conflict between different levels of hierarchy should be avoided and when interacting with)Tj T* (superiors 峮ever openly or directly challenge the authority or rightness of the actions of the)Tj T* [(superior \(R)22.8(oongrengsuke et al., 2001\). This could potentially have bearing on the implementa-)]TJ T* (tion of flexible work arrangements as follows:)Tj 0.4637 -1.7244 TD 0.0248 Tw (- If the superior is not making use of FWAs, employees may not feel comfortable asking for)Tj 0.5363 -1.2727 TD 0.025 Tw (such arrangements, or make use of them.)Tj -0.5363 -1.7244 TD 0.0248 Tw (- When asking employees about their opinions about a proposed policy or program, some)Tj 0.5363 -1.2727 TD 0.025 Tw (employees may prefer to keep quiet rather than challenge what they perceive as an inappro-)Tj T* (priate or unsuccessful idea. This is based on the unwillingness to challenge directly someone)Tj T* [(superior in the organizational hierarchy \(R)22.8(oongrengsuke et al., 2001\). )]TJ ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.8716 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (55)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S Q endstream endobj 220 0 obj <> endobj 221 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 222 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F4 1 Tf 16 0 0 16 54 706.6406 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (Summary of Section V)Tj /F1 1 Tf 11 0 0 11 54 674.6406 Tm (As the country analysis of flexible work arrangements illustrate, there are wide differences in terms)Tj 0 -1.2727 TD [(of the ease by which FWAs can be introduced and implemented in different countries. G)22.8(enerally)]TJ T* [(speaking, one would expect it to be more diff)19.9(icult to introduce FWAs in emerging markets such as)]TJ T* (India and China, due to the fact that people are prioritizing salary and quick advancement in order)Tj T* [(to take advantage of the rapid expansion of the economy)80(. T)100(o)0( some extent, this was supported by the)]TJ T* [(f)19.9(indings above, especially in India. One interviewee in China also mentioned that work-life has)]TJ T* (never really been discussed and there has been no demand for FWAs. )Tj 0 -2.3636 TD (Despite cultural factors limiting the acceptance of flexible work arrangements, many of the compa-)Tj 0 -1.2727 TD [(nies participating in this study have successfully implemented FWAs in Asia. This is interesting,)]TJ T* (since it may indicate that there is, in fact, greater demand for FWAs than originally thought, or that)Tj T* (the supportive company culture may counterbalance factors within the country culture.)Tj 0 -2.3636 TD [(S)23.1(ome respondents have indicated that S)22.8(ingapore and H)22.8(ong K)22.8(ong were among countries where it)]TJ 0 -1.2727 TD (was easier to introduce FWAs. They are both large regional employment centers where there is)Tj T* [(more exposure to work practices in the W)59.9(est. A)59(t)0( the same time, some companies are still struggling)]TJ T* (with cultural resistance and lack of demand from employees in these countries. )Tj 0 -2.3636 TD [(J)23.1(apan was mentioned as a country that is relatively progressive in terms of FWAs. It is also a coun-)]TJ 0 -1.2727 TD (try that stands out in that respondents all agreed that the demand for FWAs was strong, or very)Tj T* (strong. While some cultural characteristic create obstacles, such as a strong dedication to work and)Tj T* [(the notion that work is best carried out in the off)19.9(ice, there is also a great deal of focus on increasing)]TJ T* [(the size of the labor force and on eff)19.9(iciency)80(. This is particularly the case in J)22.8(apan, where they are)]TJ T* (facing a profound shrinking of the labor force due to decreased fertility and an aging population.)Tj T* (State Street, for example, has found that the open mindedness in this country aligns well with the)Tj T* (work the company does on diversity and inclusiveness. It has set up a committee around work-life)Tj T* [(balance in J)22.8(apan, which will speak on behalf of employees towards managers on what flexible work)]TJ T* [(arrangements could look like in J)22.8(apan. )]TJ 0 -2.3636 TD [(S)23.1(ome respondents also mentioned that it was somewhat more diff)19.9(icult to introduce FWAs in)]TJ 0 -1.2727 TD [(Thailand and T)100(aiwan, due to the cultural mindset in these countries. Indeed, in the companies sur-)]TJ T* [(veyed in Thailand use of FWAs was limited and the demand for such arrangements low)79.9(. A similar)]TJ T* [(situation was found in T)100(aiwan. )]TJ 0 -2.3636 TD [(It was interesting to note that in J)22.8(apan and S)22.8(ingapore, where the national government has been)]TJ 0 -1.2727 TD [(more involved with the role of work-life in the country)80(, the demand for flexible work arrangements)]TJ T* [(has varied. In J)22.8(apan, the government has been leading many of the efforts and pushing companies)]TJ T* [(and individual employees to respond, as the labor shortage is a national issue. In S)22.8(ingapore, the)]TJ T* (government seems to be supporting employees in maintaining harmony between work and life.)Tj ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.2161 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (56)Tj ET /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 54 35.699 m 522 35.699 l S Q endstream endobj 223 0 obj <> endobj 224 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 225 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F2 1 Tf 11 0 0 11 90 711.8171 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw [(B)23.1(usiness case for flexible work arrangements in Asia )]TJ /F1 1 Tf 1.0931 -1.816 TD -0.0002 Tc 0 Tw ( )Tj /F5 1 Tf 0.6228 0 TD -0.0001 Tc 0.025 Tw [(A)59.1(ttract and R)22.8(etain T)100(alent:)]TJ /F1 1 Tf 10.9667 0 TD [(The Asia P)30.9(acif)19.9(ic region is vast and diverse, as is demonstrated by the)]TJ -10.9667 -1.2727 TD [(country analysis is this section. C)24.8(ompanies in all countries are seeking ways to attract and)]TJ T* [(retain talent in their particular f)19.9(ield. Employees, with the skill, knowledge and creativity that)]TJ T* (they bring to work, are crucial assets and flexible work arrangements are a tool that some com-)Tj T* (panies have used to attract and retain talent. )Tj -0.6228 -2.3658 TD -0.0002 Tc 0 Tw ( )Tj /F5 1 Tf 0.6228 0 TD -0.0001 Tc 0.025 Tw [(Increase employee engagement, morale, loyalty)80(, and health)]TJ /F1 1 Tf 24.9115 0 TD [(: F)22.8(lexible work arrangements have)]TJ -24.9115 -1.2727 TD [(been shown to have numerous benef)19.9(its for employees. FWAs can reduce work/family conflicts,)]TJ T* [(increase employee morale and engagement, increase employee loyalty)80(, and increase employee)]TJ T* [(health through reduced stress. All of these factors suggest increased productivity)80(. A)22.8(ccording to)]TJ T* [(H)23(iroki \(2007\), studies on work-life in J)22.8(apan have shown that employees who felt good about)]TJ T* (their work-life balance also tended to have a high motivation towards their work.)Tj -0.6228 -2.3658 TD -0.0002 Tc 0 Tw ( )Tj /F5 1 Tf 0.6228 0 TD -0.0001 Tc 0.025 Tw (Demonstrate caring nature of company culture)Tj /F1 1 Tf 19.875 0 TD [(: C)24.8(ompanies can benef)19.9(it from implementing flex-)]TJ -19.875 -1.2727 TD [(ible work arrangements in the Asia P)30.9(acif)19.9(ic region. In a region where relationships are impor-)]TJ T* (tant in the culture, employees will be attracted to companies that demonstrate a caring nature.)Tj T* (Indeed, being considerate of another恠 feelings is an important cultural value in Asia, where)Tj T* (there is a preference for relations-orientation as opposed to achievement-orientation)Tj T* [(\(R)22.8(oongrerngsuke, 2001\). If a company implements programs, such as flexible work arrange-)]TJ T* (ments, to help employees harmonize their work and life obligations, then the company is seen)Tj T* [(to be taking good care of its employees. Though FWAs may not be in very high demand, they)]TJ T* (clearly can assist with retention and may help to distinguish an employer which trusts and)Tj T* (respects their employees.)Tj -0.6228 -2.3658 TD 0 Tc 0 Tw ()Tj /F5 1 Tf 0.6228 0 TD -0.0001 Tc 0.025 Tw (Increase diversity in the workplace)Tj /F1 1 Tf 14.6357 0 TD [(: The battle for talent is heightened in Asia. W)59.9(omen are)]TJ -14.6357 -1.2727 TD [(clearly a viable, yet largely underutilized pool of talent in the region. Though FWAs are not, and)]TJ T* [(should not, be designed solely for women, such arrangements are particularly benef)19.9(icial for)]TJ T* [(women. M)22.9(any multinational f)19.9(irms operating in K)22.8(orea are aware of the strong contributions)]TJ T* (women can bring to the workplace and there is evidence that some have tried to make it easier)Tj T* [(for women to remain in the workforce by offering flexible working hours and childcare benef)19.9(its.)]TJ T* [(\(P)30.9(acif)19.9(ic Bridge, 2007\))]TJ -0.6228 -2.3658 TD -0.0002 Tc 0 Tw ( )Tj /F5 1 Tf 0.6228 0 TD -0.0001 Tc 0.025 Tw (Protect the environment:)Tj /F1 1 Tf 10.8245 0 TD [(F)30.1(inally)80(, flexible work arrangements can benef)19.9(it the larger environ-)]TJ -10.8245 -1.2727 TD [(ment. C)24.8(ongestion and environmental pollution are becoming hazards all across the Asia)]TJ T* [(region. Employees, by working from home or telecommuting, can limit the driving they do.)]TJ T* [(N)23(ot only does this allow employees to spend more time with their families, but it also reduces)]TJ T* [(carbon dioxide emissions from car exhaust. HP has reduced its real estate costs through the)]TJ T* (implementation of its telecommuting program.)Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.6116 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0003 Tc 0 Tw (57)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S Q endstream endobj 226 0 obj <> endobj 227 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 228 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F4 1 Tf 16 0 0 16 54 706.6406 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0.025 Tw (VI. Concluding remarks )Tj /F1 1 Tf 11 0 0 11 54 674.6406 Tm -0.0121 Tc [(This report discusses the prevalence of flexible work arrangements in different parts of Asia. A)23.2(cademic)]TJ 0 -1.2727 TD [(research on FWAs in Asia P)31(acif)20(ic is scarce, which is an indication that such arrangements are relatively)]TJ T* [(rare in this region of the world. Y)90.1(et, as shown in this report, it seems evident that the need for such)]TJ T* [(arrangements persists throughout the region. Eighty percent \(80%\) of our respondents viewed FWAs)]TJ T* [(as either an important or very important tool in recruitment and retention. W)43.1(ith increasing economic)]TJ T* [(development, more and more women are entering the workforce making the dual-earning couple the)]TJ T* [(norm. F)49.9(urther)79.9(, with a rapidly aging population and a talent shortage looming ahead \(and this is indeed)]TJ T* (a global challenge\), companies will need to cater to the needs of older workers returning, or remaining,)Tj T* [(in the workforce. M)22.9(eeting their needs might well involve flexible work arrangements. )]TJ 0 -2.3636 TD -0.0242 Tc [(W)43(ith respect to women, a word of caution may be in order)79.9(. While Asia as a whole is facing dwindling fer-)]TJ 0 -1.2727 TD [(tility rates, there is a real need to support women)49.9(恠 engagement in the labor force and to f)19.8(ind solutions for)]TJ T* [(working mothers. A)58.9(t)0( the same time, it is important to make sure that work-life programs are not seen as)]TJ T* [(gender specif)19.9(ic. If such policies are seen as directed towards women only)79.9(, it may be hard to win support)]TJ T* [(for the practice, particularly in Asia, where men)49.9(恠 participation in the labor force is the majority)79.9(. )]TJ 0 -2.3636 TD -0.0363 Tc (In the age of globalization it is increasingly easy for employees across the world to compare and contrast)Tj 0 -1.2727 TD [(work-life policies, including flexible work arrangements, within a single company)80.1(. S)22.8(ome policies may be)]TJ T* [(viewed as U.S.-oriented, but that does not preclude a demand for such provisions in other parts of the world.)]TJ T* (A necessary prerequisite is that they are adapted to the local environment where they are implemented.)Tj T* [(F)70.1(actors to consider include the ideological culture of a country as well as the social, economic and political)]TJ T* [(environment. One aspect to look at is the general attitude towards work and family within a country)80.2(. Before)]TJ T* [(introducing specif)19.9(ic measures such as FWAs, it is important to establish how these values impact the work)]TJ T* (environment. Are work and family seen as distinctive wholes or are they integrated? What is the work ethic)Tj T* (like do people feel a need for flexible work arrangements or are they already experiencing harmonious)Tj T* [(lives? S)30.9(uch values may vary from country to country)80(, but may also vary from one industry to another)80(. )]TJ 0 -2.3636 TD -0.0001 Tc (The ability for a company to implement FWAs in Asia is thus not only dependent on country cul-)Tj 0 -1.2727 TD (ture; the company culture and the type of business appear to play a large role too. As witnessed in)Tj T* (this report, companies have been able to work innovatively with flexible work arrangements even in)Tj T* (cultures where the general mindset might seem set against such practices. It is therefore imperative)Tj T* (that a company scrutinize its own corporate culture before thinking about how to implement FWAs.)Tj T* [(Is the policy in line with the company culture? H)22.8(ow strong is the company culture around flexibili-)]TJ T* [(ty? H)22.8(ow might the company work to overcome obstacles based on its corporate culture? What)]TJ T* (aspects of the local culture will support flexible work options?)Tj 0 -2.3636 TD -0.0121 Tc [(It is clear that salary ranks highest as a tool to recruit and retain employees. M)23.1(oney and status may)]TJ 0 -1.2727 TD [(have the most important weight right now)80.1(, especially in emerging markets such as India and China. As)]TJ T* [(economies change, so might attitudes toward work and rewards. As employees from Asia participate)]TJ T* [(more and more in the global economy)80(,)0( working in a 24/7 environment, engaging with the technologies)]TJ T* (of communication where the boundaries of work and life outside of work become blurred, perhaps the)Tj T* [(demand for flexible work options will increase. Until then, multinational corporations can provide sup-)]TJ T* (portive policies and programs and work with the local HR professionals to identify aspects of the local)Tj T* [(culture which will successfully implement programs, such as flexible work arrangements. )]TJ ET 0.90196 0.90588 0.9098 scn 0 756.301 522 35.729 re f 0.57647 0.58431 0.59608 scn 522 756.288 90 35.742 re f BT /F6 1 Tf 10 0 0 10 22.4419 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0004 Tc 0 Tw (58)Tj ET /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 54 35.699 m 522 35.699 l S Q endstream endobj 229 0 obj <> endobj 230 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 231 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F4 1 Tf 16 0 0 16 90 706.6406 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0301 Tc 0.025 Tw (VII. Limitations of the study and suggestions for future research )Tj /F1 1 Tf 11 0 0 11 90 674.6406 Tm -0.0001 Tc (This study provides an overview of how seven leading multinational companies are approaching)Tj 0 -1.2727 TD [(flexible work arrangements in the Asia P)30.9(acif)19.9(ic region. The limited number of companies prevents)]TJ T* [(us from making any statistical inferences about FWAs in Asia. F)39.9(or some countries that we studied)]TJ T* (in the region, we had only two or three company representatives responding to questions, which is)Tj T* [(not enough to draw any concrete conclusions. H)22.8(owever)80(, with academic and corporate research con-)]TJ T* (tributing to the analysis, the report does enable the reader to draw some general inferences about)Tj T* (the demand for FWAs in certain parts of Asia, the role such arrangements play in recruitment and)Tj T* (retention, as well as which factors must be addressed when thinking about implementing FWAs in)Tj T* (the region. )Tj /F3 1 Tf 14 0 0 14 90 512.6646 Tm (Suggestions for future research )Tj /F1 1 Tf 11 0 0 11 90 492.6646 Tm (This study highlights several interesting factors that should be explored in future research: )Tj 1.0931 -2.3636 TD 0.0247 Tw [( T)100.1(o)0( substantiate the f)19.9(indings of this study and to explore the results further)80(, an expanded study)80(,)]TJ 0.6228 -1.2727 TD 0.025 Tw [(including additional companies and additional respondents within each country)80(, would be)]TJ T* (another stage to develop.)Tj -0.6228 -1.7244 TD [()-600.5(M)23(any companies have successfully implemented FWA practices in countries generally thought)]TJ 0.9524 -1.2727 TD [(to have signif)19.9(icant cultural resistance to such practices \(case in point: China and J)22.8(apan\). The)]TJ T* [(C)24.8(enter for W)60(ork & F)69.9(amily would like to look into this further)80(, and would suggest that the)]TJ T* [(Global W)59.9(orkforce R)22.9(oundtable incorporate the following topics in future research: T)100(o)0.1( what)]TJ T* (extent can a company culture supersede a national culture when implementing a corporate pol-)Tj T* (icy? In other words, in which cases is a company culture so strong that it can overcome resist-)Tj T* (ance on a national level? This research would also include examples of best practices that illus-)Tj T* (trate the above. )Tj -0.9524 -1.7244 TD [()-600.5(A)0( strong argument for FWAs in Asia P)30.9(acif)19.9(ic is to enable women to combine work and family)80(.)]TJ 0.9524 -1.2727 TD (The low fertility rate is a problem on a national scale in many countries in Asia, and there is an)Tj T* (opportunity for large international companies to offer job situations that allow women to keep)Tj T* (working during child-rearing years \(hence, hopefully providing an incentive to keep having chil-)Tj T* (dren\). There are a number of factors to explore further: )Tj 0.1342 -1.7244 TD 0.0248 Tw (- Which organizations have been most successful in recruiting and retaining women, and do)Tj 0.5363 -1.2727 TD 0.025 Tw (flexible work arrangements play a role in the success? )Tj -0.5363 -1.7244 TD 0.0248 Tw [(- H)23(ave women faced obstacles in terms of career advancement on the basis of using FWAs? If)]TJ 0.5363 -1.2727 TD 0.025 Tw (so, what have companies done to avoid this? )Tj ET 0.90196 0.90588 0.9098 scn 90 756.301 522 35.729 re f BT /F6 1 Tf 10 0 0 10 580.2161 33.4093 Tm 0.13725 0.12157 0.12549 scn -0.0002 Tc 0 Tw (59)Tj ET 0.57647 0.58431 0.59608 scn 0 756.288 90 35.742 re f /Cs6 CS 0.13725 0.12157 0.12549 SCN 0 J 0 j 2 w 10 M []0 d 90 35.699 m 558 35.699 l S Q endstream endobj 232 0 obj <> endobj 233 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text]>> endobj 234 0 obj <>stream 1 g /GS1 gs 0 792 m 0 792 l f q 1 i 0 792 612 -792 re W n 0 792.03 612 -792 re W n /GS2 gs BT /F4 1 Tf 16 0 0 16 54 706.6406 Tm /Cs6 cs 0.13725 0.12157 0.12549 scn -0.0001 Tc 0 Tw (References)Tj /F1 1 Tf 11 0 0 11 54 674.6406 Tm 0.025 Tw [(A)43(ugust, R)22.8(achel A and T)100(uten, T)100(racy L. 2003. 峊he K)22.8(orean G)22.8(overnment恠 R)22.8(ole in W)59.9(omen)49.9(恠 C)29.9(areer)]TJ 1.0931 -1.2727 TD [(G)31(rowth, W)59.9(omen in M)22.8(anagement R)22.8(eview)80(, V)60(ol. 18, N)22.8(o. 3, pp. 109-121. )]TJ -1.0931 -2.3636 TD [(Bardoel, Anne & De Cieri, H)22.8(elen \(2006\). Developing a W)59.9(ork-life Strategy in a M)29.9(ultinational)]TJ 1.0931 -1.2727 TD [(Enterprise, A Sloan W)59.9(ork and F)70(amily Encyclopedia entry: http://wfnetwork.bc.edu/encyclope-)]TJ T* 0 Tw [(dia_entry)80(.php?id=3814&area=All)]TJ -1.0931 -2.3636 TD 0.025 Tw [(Bernthal, P)30.9(aul, R., & W)59.9(ellins, R. \(2006\). China Global C)24.8(omparison. Best practices for tomorrow恠)]TJ 1.0931 -1.2727 TD (global leaders. Development Dimensions International, Inc.)Tj -1.0931 -2.3636 TD [(Boston C)24.8(ollege C)24.8(enter for W)59.9(ork & F)70(amily)80(, )]TJ /F2 1 Tf 17.9812 0 TD [(Overcoming the Implementation G)22.8(ap: H)22.8(ow 20 Leading)]TJ -16.8881 -1.2727 TD [(C)24.8(ompanies are M)22.8(aking F)22.8(lexibility W)59.9(ork)]TJ /F1 1 Tf 15.9008 0 TD [(, N)22.8(ovember 2007.)]TJ -16.9939 -2.3636 TD [(岰)29.9(apturing T)100(alent, )]TJ /F2 1 Tf 8.4287 0 TD (The Economist)Tj /F1 1 Tf 5.8602 0 TD [(, 8/18/2007, V)60(ol. 384, Issue 8542, p. 59-61.)]TJ -14.2889 -2.3636 TD [(C)29.9(asimir)80(, G)30.9(ian, W)70(aldman, D.A., Bartram, T)110(., & Y)100(ang, S \(2006\). 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