Kandolin I, Härmä M, Toivanen M
Finnish Institute of Occupational Health, Helsinki, Finland.
J Hum Ergol (Tokyo). 2001 Dec;30(1-2):35-40.
Flexibility of working hours became more prevalent in the 1990s in Finland. According to a representative survey on Finnish wage and salary earners (n = 1790) at the beginning of 2000, a great majority of male (76%) and female (65%) employees regularly worked overtime and/or had irregular working hours every month. These employees were flexible in meeting the needs of their companies/employers. Individual flexibility of working hours was far less common, only one third of male and female employees were able to regulate their working hours. A better balance between company-controlled and individual flexibility would, however, improve the well-being of employees. Employees working overtime without being allowed to regulate their working hours felt more symptoms of distress and had more conflicts in combining workplace and family roles than those who could individually determine their working hours flexibly. An investment in individually determined flexibility, for example by means of participatory planning, would improve the well-being of employees, and thus also improve the productivity of the organization.
20世纪90年代，灵活工时制在芬兰更为普遍。根据2000年初对芬兰工薪阶层进行的一项代表性调查（样本量n = 1790），绝大多数男性（76%）和女性（65%）员工每月经常加班和/或工作时间不规律。这些员工在满足公司/雇主需求方面表现出灵活性。个人工时灵活性则远没有那么普遍，只有三分之一的男性和女性员工能够自行调整工作时间。然而，在公司控制的灵活性和个人灵活性之间实现更好的平衡，将有助于提高员工的幸福感。与那些能够灵活自行决定工作时间的员工相比，那些加班但不被允许调整工作时间的员工感到更多的困扰症状，并且在兼顾工作和家庭角色方面存在更多冲突。例如，通过参与式规划对个人决定的灵活性进行投资，将提高员工的幸福感，从而也提高组织的生产率。
