Question

ASIA attracts customers with its fuss-free and short claim process. It promises to process claims within three working days, which is considered shorter than what the rest of the industry offers. To meet the timeline for processing claims, the local office of ASIA employs a large number of claims officers. The work environment is often tense as claims officers have piles of claims documents to handle and tight deadlines to meet. The nature of the work requires accuracy and consistency as well as strict adherence to procedures and processes. The manager of the claims department, Mr John, supervises his staff closely to meet the three- working day timeframe. Recently, Mr John started to notice significant delays in the claim processes. On further investigation, Mr John realised that absenteeism is increasing in the claims department. Many of the claims officers are female staff and a number of them are taking leave at a frequency that is higher than usual. When they are absent, their claims documents are not processed until they are back in office, resulting in delays. To resolve the issue, Mr John decided to change a few internal processes. He divided all the claims officers into groups of four. When a claims officer is absent, her claims documents will be routed to another officer who is present in office and within the same group. To meet the additional workload and claims deadlines, some of the officers have to work overtime but there is no additional compensation. Mr John is confident that this will solve the problem and reduce delays in claim processing. However, he cannot help but notice that absenteeism is still on the rise. Officers who came to work are unhappy because they have to do the work of staff who are absent. Many of them are not motivated to complete their work as uncompleted claims documents can be passed to another group member. Mr John has come to realise that his solution does not work well. To resolve the issue, Mr John decided to change a few internal processes. He divided all the claims officers into groups of four. When a claims officer is absent, her claims documents will be routed to another officer who is present in office and within the same group. To meet the additional workload and claims deadlines, some of the officers have to work overtime but there is no additional compensation. Mr John is confident that this will solve the problem and reduce delays in claim processing. However, he cannot help but notice that absenteeism is still on the rise. Officers who came to work are unhappy because they have to do the work of staff who are absent. Many of them are not motivated to complete their work as uncompleted claims documents can be passed to another group member. Mr John has come to realise that his solution does not work well.

QUESTION: Discuss how alternative work arrangements may improve organisation outcomes in ASIA.

Answer 1

Economies round the world became globally mutualist, introducing new varieties of relationship between the economy, state, and society. Sri Lanka, like alternative Asian countries, moves towards in operation during a international market giving a liberal and dynamic business environment; this is often expected to bring economic, social, and strategic advantages to the country. Democratic Socialist Republic of Sri Lanka is one amongst the most countries with a well‐developed human resource base in Asia, that assists vastly with government‐led development initiatives. Changes occurring because of the globalisation of business operations and will increase in in operation prices within the West have exaggerated the importance of developing countries in the producing and export trade. The four business sectors conferred during this paper think about individuals for the success. For these labor‐intensive industries, work force flexibility suggests a brand new variety of employment arrangement that would be pretty much relevant to business success. The findings conferred employees’ interpretation of their expertise of work force flexibility methods, and these findings originate each theoretical and sensible implications.


Second, the findings disclosed the importance of sex and legal status in shaping individuals’ interpretations of versatile work‐hour arrangement and shift‐work. it absolutely was disclosed that during a few aspects, what people need varies by their sex and legal status. Still, there's a marked absence of analysis literature on the impact of work force flexibility methods on people. a lot of analysis during this space is required to work out the variables that outline reactions to work force flexibility methods, thereby permitting appropriate updates to be created so as to stop the deterioration of work conditions in organizations.

Third, as associate external flexibility strategy, companies build use of external labor through nonstandard employment arrangements once necessary, like casuals. However, analysis provides proof that the utilization of “long‐term casuals” engaged in core jobs side‐by‐side with permanent staff will cause individuals management problems at work. Specifically, casual staff reportable low levels of job performance, job satisfaction, absence, and opportunities for talent development. Still, companies establish the advantages of “long‐term casuals” as reducing organisation of the work force, reducing operational prices, and addressing temporary labor shortages. However, this trend offers rise to inferior conditions of employment. Gaps within the labor regulative system have created associate setting wherever unprotected employment arrangements survive and even flourish.

Fourth, as a numerical flexibility strategy, companies build variations on the number of labor by adopting shift‐work. Firms, particularly within the international outsourced IT sector, use shift‐work schedules during which staff succeed one another at constant digital computer in shifts on some regular basis, as directed by the firm. within the international offshore outsourced IT sector, IT professionals placed in several components of the globe work collaboratively on constant project. Shift‐based work structure permits these companies to synchronize software package development activities between team members. during this context, IT professionals’ analysis of their shift‐based work structure is vital, as they need to bridge, overcome, habitually cross, and even transcend divisions of your time and place to perform their job tasks. The findings highlight the areas that decision for enhancements in facilitating IT professionals to maximise the advantages of shift‐work further on minimize the harmful consequences of shift‐work on them.