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2007-12-04T16:11:13Z
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2007-12-04T15:38:02Z
2007-12-04T16:21:49Z
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[(muting times of)16.1(ten encourage employers to offer flexible work hours, and in Indonesia, where the local)]TJ
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[(in that country)80(. It is a fairly decentralized process, where the company makes use of best practices)]TJ
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[(T)100.1(raff)19.9(ic)]TJ
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[(. C)24.8(ongestion is a signif)19.9(icant problem in many parts of Asia and flextime has proved to be)]TJ
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[(hours, flextime allows employees to avoid rush-hour traff)19.9(ic. In the words of one respondent:)]TJ
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[(峴ometimes a decision on where to locate a new off)19.9(ice is based solely on the ability of employees)]TJ
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[(S)23.1(ingapore, for example, there is a daycare structure as well as the availability of live-in-maids and)]TJ
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[(\(C)24.8(enter for W)59.9(ork & F)70(amily)80(, 2007\))]TJ
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(part of managers include: )Tj
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[(- F)40.1(ear that they will lose control over employees when they are not physically present.)]TJ
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[(- Extra cost or complications due to employees not being in the off)19.9(ice at all times )]TJ
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[(- C)24.8(oncern that communication among team members will be more diff)19.9(icult)]TJ
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[(has to be present in the off)19.9(ice is particularly salient in certain countries, e.g., China, Indonesia,)]TJ
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[(K)23(orea and T)100(aiwan, and may impede the introduction and implementation of flexible work)]TJ
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(arrangements in Asia. )Tj
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(€ The necessity to ensure that customers are taken care of and that there is adequate coverage in)Tj
0.6228 -1.2727 TD
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(duction of certain FWAs; in many service industries \(e.g., call centers\) jobs must be performed)Tj
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(in one location. )Tj
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[(€ C)24.8(oncern about the security of data was mentioned by one respondent as an important obstacle)]TJ
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[(accessing computer networks from outside the off)19.9(ice. )]TJ
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(€ 7 respondents out of 27 indicated that 峮ot industry practice� was the most common obstacle )Tj
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[(€ 8 respondents placed 峫ack of demand from employees� as their f)19.9(irst or second most important)]TJ
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(€ A strategy for helping employees balance their work-life needs. )Tj
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[(€ A mechanism to demonstrate that a company cares about employees. This seems particularly)]TJ
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(important pillars to the employer-employee relationship. )Tj
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[(terparts in the US are expected. Also, local holidays and traditions are not honored, more from a)]TJ
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(lack of understanding than ill will. As a consequence, there is a need to share the burden of commu-)Tj
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(parts of the region where there is less demand for this type of practice \(e.g., India and Thailand\). )Tj
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[(F)50.1(urther)80(, the Institute estimates that 75,000 business leaders will be needed in China in the)]TJ
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[(next ten years. The current availability is estimated at 3,000 to 5,000 \(F)70.1(arrell, 2005\).)]TJ
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[(demanding FWAs, but increasingly)80(, people are starting to ask if they can be compensated for late)]TJ
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(- Dow Chemical \(an estimated 5% making use of this arrangement\))Tj
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[(- H)23(ewlett P)30.9(ackard \(an estimated 30% making use of this arrangement\))]TJ
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/F1 1 Tf
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0 -1.2727 TD
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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
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[(as their number two most important factor)80(. )]TJ
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[(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
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(where some staff may start work earlier \(e.g., 7 a.m.\) and end early \(e.g., 4 p.m.\) whereas others can)Tj
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(The four most common arrangements for this company are: )Tj
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(Both Dow Chemical and State Street listed )Tj
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/F1 1 Tf
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(and )Tj
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[(dif)14.8(f)20.1(iculty to administer the programs)]TJ
/F1 1 Tf
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(also ranked high on the list. )Tj
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/F1 1 Tf
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(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
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[(€ 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
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T*
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[(Kraft F)39.9(oods)]TJ
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(within the next few years.)Tj
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T*
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T*
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T*
[(to handle their commute hours more eff)19.8(iciently)80(. Kraf)16(t estimates that 100% of their employees use)]TJ
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[(€ N)23(ot industry practice )]TJ
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[(GDP per capita: )-7704.1($ 33,100)]TJ
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516.024 599.325 l
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[(Minimum # of paid days off: )-7813.1(7)]TJ
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[(Required paid maternity leave: )-8295(14 weeks at 60% pay )]TJ
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T*
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T*
[(Newsbrief, 2007\). By the end of this year)79.9(, the Japanese government plans to unveil its W)59.9(ork-Life)]TJ
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[(Balance Charter)80(, described as an attempt to change the work ethic \(Japan Times, June 29, 2007\). )]TJ
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/F6 1 Tf
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[(T)100.2(able 9: Demand for flexible work arrangements in Japan)]TJ
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[(V)60.2(ery Strong )-4125.1(Strong )-3269(Not very strong )-1440.2(Not at all strong )]TJ
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59.976 284.325 m
516.024 284.325 l
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BT
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[(C)29.9(adbury Schweppes)]TJ
/F6 1 Tf
21.013 0 TD
0 Tc
0 Tw
(X)Tj
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59.976 261.325 m
516.024 261.325 l
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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
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516.024 161.301 l
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[(Important)-8088.1(nor unimportant)-3009.2(important)-2923.3(at all)]TJ
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0 Tc
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(X)Tj
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(Dow Chemical)Tj
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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
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(housing. )Tj
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0.025 Tw
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/F1 1 Tf
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0.0247 Tw
[(€ T)80.1(wo of our respondents placed 峫ack of demand from employees� as their number one or two)]TJ
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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
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[(older)80(, more experienced workers in the off)19.9(ice. )]TJ
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[(€)-600.5(One respondent talked about diff)19.9(iculty of certain workers to accept the concept of 峛eing flexi-)]TJ
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[(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
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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
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(Cultural/ideological factors affecting flexible work arrangements )Tj
/F2 1 Tf
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[(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*
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[(national survey)80(, almost one half of J)22.8(apanese fathers of pre-school children do not return home af)16(ter)]TJ
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[(嶪t is very difficult to get staff to leave early)49.9(. The perception is the longer you are in the)]TJ
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[(HR Manager)80(, Japan )]TJ
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[(A)59.1(t)0( the same time, there is a growing tendency for young fathers to be more involved parents than in)]TJ
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[(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
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/F1 1 Tf
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T*
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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
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[(age in an international comparison of 24 OECD countries, on indices such as �)49.7(equality of employ-)]TJ
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[(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*
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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
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[(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
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[(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*
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(X)Tj
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/F3 1 Tf
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/F6 1 Tf
17.3672 0 TD
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(X)Tj
/F3 1 Tf
-17.3672 -2.0909 TD
-0.0001 Tc
0.025 Tw
[(Merck & C)24.8(o)0(.)]TJ
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/F1 1 Tf
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T*
(offered are: )Tj
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[(1. F)22.8(lextime \(used by an estimated 30% of employees\) )]TJ
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[(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
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(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 \(employees fear �)49.9(out of sight out of mind嶾))]TJ
-1.0931 -2.3658 TD
[(The respondent did not think that there was any signif)19.9(icant difference between FWAs in K)22.8(orea and)]TJ
0 -1.2727 TD
[(the W)60(est, and that work itself, rather than cultural or ideological factors, affect the implementation)]TJ
T*
(of FWAs.)Tj
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T*
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T*
[(G)23(ender Equality\))]TJ
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T*
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T*
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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
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0.025 Tw
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T*
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T*
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T*
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T*
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ET
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S
BT
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ET
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S
BT
11 0 0 11 59.976 629.5666 Tm
[(% of population below poverty line: )-13296.9(5.1%)]TJ
ET
59.976 599.591 m
516.024 599.591 l
S
BT
11 0 0 11 59.976 606.5666 Tm
[(Minimum # of paid days off: )-13313.2(28)]TJ
ET
59.976 576.591 m
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S
BT
11 0 0 11 59.976 583.5666 Tm
[(F)40(emale labor force participation:)-17059.9(30%)]TJ
ET
59.976 553.591 m
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S
BT
11 0 0 11 59.976 560.5666 Tm
[(Required paid maternity leave: )-15995(60 days at 100% pay)]TJ
ET
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S
BT
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T*
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T*
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T*
(\(Malaysia: Employment Act, 1955\).)Tj
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/F6 1 Tf
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[(T)100.2(able 13: Demand for flexible work arrangements in Malaysia)]TJ
ET
0.81961 0.82745 0.83137 SCN
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BT
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BT
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0 Tc
0 Tw
(X)Tj
ET
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BT
/F3 1 Tf
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-0.0001 Tc
0.025 Tw
(Dow Chemical )Tj
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21.013 0 TD
0 Tc
0 Tw
(X)Tj
/F3 1 Tf
-21.013 -2.0909 TD
-0.0001 Tc
0.025 Tw
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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
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ET
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59.976 163.543 m
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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
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0 Tw
(X)Tj
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-11.6137 -4.4567 TD
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0.025 Tw
(As can be seen in the tables above, opinions on the importance of FWAs in recruitment and reten-)Tj
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/F1 1 Tf
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0.0247 Tw
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0.6228 -1.2727 TD
0.025 Tw
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-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
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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
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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
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1.0931 -2.3636 TD
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0 -1.7244 TD
0.0247 Tw
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T*
0.0249 Tw
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T*
(€ Unpaid leave for a maximum of three months )Tj
-1.0931 -2.3658 TD
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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
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0.6228 -1.2727 TD
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(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
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T*
(FWA and there should not be any stigma that might be associated with this.� )Tj
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/F1 1 Tf
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[(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
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(峉hell Malaysia恠 prime objective is to meet our business goals. Providing a culture in)Tj
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T*
(between work and personal interests is a key factor in meeting this objective.� )Tj
ET
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(Cultural/ideological factors affecting flexible work arrangements. )Tj
/F1 1 Tf
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(have the main responsibility for home and children. Increasing attention is therefore being paid to)Tj
T*
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T*
[(belief that women must take second place to men at the workplace is still prevalent \(K)22.8(omarraju,)]TJ
T*
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T*
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ET
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(2004\).)Tj
T*
-0.0001 Tc
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(spending on average 32 hours/week at work and 41.1 total hours/week 峚t play�.)Tj
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[(C)29.9(adbury Schweppes)]TJ
/F6 1 Tf
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(X)Tj
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(X)Tj
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[(Kraft F)39.9(oods)]TJ
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(X)Tj
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[(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
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[(Important)-8088.1(nor unimportant)-3009.2(important)-2923.3(at all)]TJ
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[(C)29.9(adbury Schweppes)]TJ
/F6 1 Tf
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0 Tc
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(X)Tj
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-0.0001 Tc
0.025 Tw
(Dow Chemical )Tj
/F6 1 Tf
17.3672 0 TD
0 Tc
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(X)Tj
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[(Kraft F)39.9(oods)]TJ
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17.3672 0 TD
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/F3 1 Tf
-17.3672 -2.0909 TD
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(Royal Dutch Shell)Tj
/F6 1 Tf
11.0705 0 TD
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T*
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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
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[(T)80.2(ypes of flexible work arrangements )]TJ
/F1 1 Tf
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[(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
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(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*
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0 -1.7 TD
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T*
(and congestion.� )Tj
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[(Human Resources Director)80(, Philippines )]TJ
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0 -1.2727 TD
(globalization, and as a new generation, with an appreciation for work-life balance, enters the work-)Tj
T*
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[(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*
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T*
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0 -1.2727 TD
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T*
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T*
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T*
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T*
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11 0 0 11 59.976 651.4943 Tm
[(GDP per capita: )-22279.1($31,400)]TJ
ET
59.976 621.518 m
516.024 621.518 l
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BT
11 0 0 11 59.976 628.4943 Tm
[(% of population below poverty line: )-12196.9(N/A)]TJ
ET
59.976 598.518 m
516.024 598.518 l
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BT
11 0 0 11 59.976 605.4943 Tm
[(Minimum # of paid days off: )-13313.2(26)]TJ
ET
59.976 575.518 m
516.024 575.518 l
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BT
11 0 0 11 59.976 582.4943 Tm
[(F)40(emale labor force participation:)-17059.9(56%)]TJ
ET
59.976 552.518 m
516.024 552.518 l
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BT
11 0 0 11 59.976 559.4943 Tm
[(Required paid maternity leave: )-16270(12 weeks at 100% pay)]TJ
ET
59.976 529.518 m
516.024 529.518 l
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BT
11 0 0 11 59.976 536.4943 Tm
[(W)60.2(omen comprise 40% of the labor force \(LABORST)70(A Internet, ILO data, 2000\).)]TJ
0 -2.0909 TD
(One of the top five countries most focused on work, spending on average 44.1 hours/week at work)Tj
ET
59.976 492.518 m
516.024 492.518 l
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(and 34.9 total hours/week 峚t play�.)Tj
T*
[(Government mandates that each working mother is provided two days of childcare leave annually)79.9(,)]TJ
0.275 -1.2727 TD
(to encourage time with children. )Tj
14 0 0 14 54 415.5183 Tm
(Attraction and retention of employees )Tj
/F6 1 Tf
11 0 0 11 59.976 395.5183 Tm
[(T)100.2(able 17: Demand for flexible work arrangements in Singapore)]TJ
ET
0.81961 0.82745 0.83137 SCN
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[(F)23(lextime is the arrangement most commonly offered among our respondents. )]TJ
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[(- P)30.9(art-time)]TJ
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[(- A)19.9(djusted work hours to care for child with special needs)]TJ
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T*
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[(\(Chow & Chew)80(, 2006\). )]TJ
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T*
[(M)23(ore organizations in S)22.8(ingapore \(primarily from the public sector as well as the community)80(, social)]TJ
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T*
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[(Both company representatives agreed that the demand for FWAs among employees in T)100(aiwan was)]TJ
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[(€)-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
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[(- 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
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[(- W)60(ork from home )]TJ
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[(- T)100(elecommuting )]TJ
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[(- P)30.9(art-time )]TJ
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(The following obstacles were mentioned from the representative of Dow: )Tj
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[(1. Lack of face time \(employees fear �)49.9(out of sight out of mind嶾))]TJ
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T*
(5. Infrastructure )Tj
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[(There are still traditional gender views at work in T)100(aiwan. One study found that a husband恠 nega-)]TJ
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(tries\) is increasing the demand for female workers, and females, regardless of their marital status,)Tj
T*
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T*
(traditional views keep women from demanding FWAs to allow them more flexibility in terms of)Tj
T*
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T*
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T*
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[(Minimum # of paid days off: )-13313.2(19)]TJ
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[(Required paid maternity leave: )-15995(90 days \(100% pay for )]TJ
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(first 45 days then 50%)Tj
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(pay for the rest\))Tj
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(Attraction and retention of employees )Tj
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[(T)100.2(able 21: Demand for flexible work arrangements in Thailand)]TJ
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[(Both companies rated the following three factors as the most important in recruitment and retention: )]TJ
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[(1. S)22.7(alary )]TJ
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[(3. C)24.8(ompany reputation and status)]TJ
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[(€ C)29.9(adbury Schweppes is currently not offering FWAs in Thailand, and has no current plans to do so. )]TJ
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(appreciate this offering as it enables them to better manage their work and personal life. Other)Tj
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[(arrangements offered by Dow)80(, with an estimated 1% of employees making use of each:)]TJ
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(- Leave of absence \(without pay\))Tj
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[(- T)100(elecommuting)]TJ
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[(- W)60(ork from home)]TJ
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(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
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(Dow placed the following two factors as top obstacles to introducing flexible work arrangements: )Tj
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(€ Lack of demand from employees )Tj
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[(€ N)22.8(ot industry practice)]TJ
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(Another obstacle mentioned was that the nature of certain jobs does not allow for FWAs. If FWAs)Tj
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(are, in general, not practiced very much in Thailand, it is not surprising that the demand from)Tj
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(employees may be low at the moment. It is possible that this will change, as increased exposure to)Tj
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(western management practices will have an impact on how people are managed in Thailand)Tj
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(\(see below\). )Tj
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(Cultural/ideological factors affecting flexible work arrangements. )Tj
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[(€ Despite women)49.9(恠 increasing role in the economy)80(, social values and gender role expectations that)]TJ
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[(require women to take charge of the household remain strong in Thailand. M)22.8(en continue to)]TJ
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(outweigh women at higher organizational levels: 77.2% of director-level positions are held by)Tj
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[(men, the corresponding f)19.9(igures for department manger and supervisor is 66.7% and 61%)]TJ
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[(\(Y)80(ukongdi, 2005\). )]TJ
-0.6228 -1.7244 TD
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[(€ 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
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(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
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(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
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(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
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(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
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(priate or unsuccessful idea. This is based on the unwillingness to challenge directly someone)Tj
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[(superior in the organizational hierarchy \(R)22.8(oongrengsuke et al., 2001\). )]TJ
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(Summary of Section V)Tj
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(As the country analysis of flexible work arrangements illustrate, there are wide differences in terms)Tj
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[(of the ease by which FWAs can be introduced and implemented in different countries. G)22.8(enerally)]TJ
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[(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
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[(to take advantage of the rapid expansion of the economy)80(. T)100(o)0( some extent, this was supported by the)]TJ
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[(f)19.9(indings above, especially in India. One interviewee in China also mentioned that work-life has)]TJ
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(never really been discussed and there has been no demand for FWAs. )Tj
0 -2.3636 TD
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[(nies participating in this study have successfully implemented FWAs in Asia. This is interesting,)]TJ
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(since it may indicate that there is, in fact, greater demand for FWAs than originally thought, or that)Tj
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(the supportive company culture may counterbalance factors within the country culture.)Tj
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[(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
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(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
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[(B)23.1(usiness case for flexible work arrangements in Asia )]TJ
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(€ )Tj
/F5 1 Tf
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[(A)59.1(ttract and R)22.8(etain T)100(alent:)]TJ
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[(The Asia P)30.9(acif)19.9(ic region is vast and diverse, as is demonstrated by the)]TJ
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[(country analysis is this section. C)24.8(ompanies in all countries are seeking ways to attract and)]TJ
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[(retain talent in their particular f)19.9(ield. Employees, with the skill, knowledge and creativity that)]TJ
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(they bring to work, are crucial assets and flexible work arrangements are a tool that some com-)Tj
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(panies have used to attract and retain talent. )Tj
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(€ )Tj
/F5 1 Tf
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-0.0001 Tc
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[(Increase employee engagement, morale, loyalty)80(, and health)]TJ
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[(: 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
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[(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
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[(H)23(iroki \(2007\), studies on work-life in J)22.8(apan have shown that employees who felt good about)]TJ
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(their work-life balance also tended to have a high motivation towards their work.)Tj
-0.6228 -2.3658 TD
-0.0002 Tc
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(€ )Tj
/F5 1 Tf
0.6228 0 TD
-0.0001 Tc
0.025 Tw
(Demonstrate caring nature of company culture)Tj
/F1 1 Tf
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[(: 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
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(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
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(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
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(VI. Concluding remarks )Tj
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[(This report discusses the prevalence of flexible work arrangements in different parts of Asia. A)23.2(cademic)]TJ
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[(research on FWAs in Asia P)31(acif)20(ic is scarce, which is an indication that such arrangements are relatively)]TJ
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[(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*
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