A balanced model for sustainable workplace flexibility: the case of McDonald's

Abstract

Purpose

The purpose of this paper is to present a model for sustainable workplace flexibility developed and successfully implemented by McDonald's in the UK and first presented at the CIPD Annual Conference in October 2006

Design/methodology/approach

The paper describes the four key organizational requirements if balanced, sustainable workplace flexibility is to be created which benefit both employees and employers alike. These requirements are illustrated with examples of how they have been implemented within McDonald's and presented in the context of McDonald's business model.

Findings

Where possible an objective, third‐party assessment of the impact of McDonald's approach has been provided.

Practical implications

Successful delivery of the four key organizational requirements will enable an organization to achieve sustainable workplace flexibility.

Originality/value

This paper presents a proven, practical approach to delivering sustainable workplace flexibility. It will be of particular value to senior business managers and human resources professionals.

Citation

Fairhurst, D. (2007), "A balanced model for sustainable workplace flexibility: the case of McDonald's", Development and Learning in Organizations, Vol. 21 No. 4, pp. 16-19. https://doi.org/10.1108/14777280710758835