An Analysis into Staff Flexibility at the Royal Bank of Scotland (RBOS) (2011)
The UK banking industry has been criticised for having extensive and non-flexible working hours which affect the personal well-being of employees and their levels of work commitment. However, in 2009, UK organisations have been urged to extend the right to request flexible working which makes the Royal Bank of Scotland unexceptional. Ever since the implementation of flexible working in 2009 and new shift patterns for the past 11 months, there has been continuous improvement in the level of production which has increased the reputation of the organisation.
Flexibility has been found to be a strategy used by organisations to retain staff, reduce absence level and increase performance, which enhances high competitive advantage. Therefore, the study examines the reality of flexibility within the RBSG and (a) what impact it has on the employees of the organisation? (b) its impact on the management side? and (c) who has the propensity to benefit more between the employer and employee? The primary method the researcher used to collect data are semi-structured interview, conducted on eleven (11) Royal Bank of Scotland staff, participant observation (primary) and secondary data to supplement the primary data.
The semi-structured interview enabled the researcher to ascertain views of candidates and understand the importance of flexible working and how it affects the organisation as a whole. The organisations intranet site homepage and the archived RBS group news documents kept from previous feedback sessions carried out on staff for survey purposes were also used. Unfortunately, the research was carried out during a difficult period for the group, a period of loss of funds and massive job loss, however, the research was still affirmative.
The dissertation found that flexibility has a more positive than a negative impact on every individual within the organisation and that the bulk of the impact still lies on the employees, because the employees are considered to be the resources that actually make the organisation.
- 15,000 words – 78 pages in length
- Excellent use of literature
- Good analysis
- Well written throughout
- Includes survey questionnaire
- Ideal for HRM students
1 – Introduction
The issue with flexibility
Rationale for the Study
The concept of flexibility
Overview of the Royal Bank of Scotland
Aims and objectives
2 – Literature Review
Flexibility (and its models)
Types of flexible working
The impact of flexibility on the employee
Job Satisfaction and employee engagement
The impact of flexible working on the management
Reduces turnover and absenteeism
Flexible working in the banking industry
To what extent has it been imbibed by organisations?
Does the weight of the impact lie on the management or employees?
Arguments against flexibility
3 – Methodology and Limitations
Case Study Approach
Research questions and justification
Limitations of the study
4 – Research Findings and Results
Introducing the Participants
RQ1: What is the impact of flexibility on the employee?
Flexibility as a strategy for competitive advantage
Employee engagement and job satisfaction
RQ2: what is the impact of flexible working on the management?
Reduces turnover and absenteeism
Saves cost and improves production
RQ3 who benefits more between the employees and the management?
5 – Discussion and Analysis Of The Findings
RQ1 What is the impact of flexibility on the employees of RBSG?
RQ2 What is the impact of flexibility on the employer?
RQ3 Does the weight of the impact lie on the management or employees?
Challenges faced in implementing flexible working in RBS
6 – Recommendation and Conclusion