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RUNNING HEAD: Proposal to Increase Usage of ASW Policy 1

Proposal of ALTERNATE WORK SCHEDULES

Dave Wick

University of Maryland University College

Writing 394, Professor Donna Boetig

13 December 2016


ALTERNATIVE WORKSCHEDULES (AWS)

Proposal to Increase Usage of AWS Policy

Through careful implementation of extending the use of alternative work schedules, the

Organization can promote effective change in the workplace, forging the way forward.

Dave Wick

WRTG 394


December 11, 2016From: Dave Wick

Patuxent River Naval Air Station Installation Program DirectorPort Operations

To: Scott Starkey, Captain, USN, NAS PAXR Commanding OfficerJason Hammond, Captain, USN, NAS PAXR Executive OfficerMr. Robert Russell, Port Operations Regional Program DirectorMr. James Pelkofski, Regional Operations Director

Subj: Alternative Work Schedules

As we move forward as a business enterprise and prepare for the inevitable changes of the future demands and organizational goals within the Capital Region AOR, we must as an organization also look at the changing demands of its diverse workforce and the effects of modern communications used to support mission objectives as well as the demands placed upon the professionals striving to support these operational goals and directives while we strive for the enhancement of the services provided to the service members we serve.

As you know, over twenty-two thousand civil service, military and contractors pass through the gates of Naval Air Station, Patuxent River, MD on any given workday and many thousands more provide services at the other five installations within the capital region. Many of these employees deal with outside organizations in support of our mission on a daily basis. These outside organizations are often located throughout the world and the current traditional working schedule using East Coast time is at times, inefficient and frequently creates delays in normal business routines.

The attached report is an overview presented for consideration regarding the further involvement of alternative work schedule policies as they may influence a potential and positive change in the organization. Through the research, personal interviews and review of existing alternative work schedule policies, consideration is warranted for extended use of alternative work schedules to enhance the future of our organization in terms of operational capabilities, efficiency of its workforce, reduced environmental impact in terms of traffic congestion and overall moral enhancement of the workforce.

Very Respectfully submitted,

Dave Wick


Executive Summary

This intent of this report is to propose consideration of the extended implementation and wider use of alternative work schedules within the Washington DC regional area of operations, specifically to incorporate policies promoting increased participation in such schedules at the departmental level, as circumstances warrant and are able to be supported within the organization.

Through a careful review of Office of Personnel Management (OPM), and Department of Defense (DOD) policies and directives; a baseline of alternative work schedule guidelines and opportunities have been established to present the legal parameters of the proposal. An evaluation of independent studies and academic/trade journals provided relevant benefits as well as potential drawbacks for both the organization and its employees regarding implementing extended use of alternative work schedules.

Potential benefits of expanding the use of alternative work schedules include but are not limited to:

Motivation of staff. Positive impact on employee performance. Reduced stress resulting from decreased commuting time. Organizational ability to accommodate needs of employees. Increased ability to support and respond to external resources in other time zones. Local community benefits from less traffic congestion during peak high traffic times. Can be a strategic tool when implemented effectively, leading to more loyal and

dedicated staff.

Additionally, personal communications with regional employees as well as employees external to the organization and those organizations that support our organizational goals, provide insight to employee perspectives of the work force as alternative work schedules may benefit both the organization and the employee.


Table of Contents

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Introduction . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Authority to Utilize Alternative Work Schedules . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Advantages of Alternative Work Schedules on Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Graph, Work Schedules Over a Two-Week Period . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . 10

Key Points of Alternative Work Schedules . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . 11

Advantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Disadvantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Advantages of Alternative Work Schedules on Employee Retention and Recruitment . .. . . . . . 12

Traffic Congestion and the Work Place . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Proposed steps to Extend Alternative Work Schedule Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Graph: Peak Traffic Congestion Times . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . 14

Recommendations for Implementing Increased Use of AWS Policies. . . . . . . . . .. . . . . . . . . . . 16

Flexible Work Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

Flexitour Work Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Gliding Work Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Maxiflex Work Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Table 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21


Introduction

In recent years, the traditional work week consisting of eight hours a day for five days

each week has become less appealing in terms of productivity and benefit to both the worker and

the organization. The changing relationship between social attitudes, values, and technology

driven communications has changed the face of the modern workforce. Alternative work

schedules (AWS) have become increasingly popular in many organizations as a means of

offsetting lower productivity, increasing the availability of services and supporting a balance of

work and quality of life for their employees. Several studies have been conducted on the

implementation of alternative work schedules and the effects of changing what is considered as a

traditional work schedule to a more non-traditional schedule. A review of academic journals,

trade articles, and case studies have revealed two common themes with regards to alternative

work schedules such as an increase in employee retention and recruitment coupled with the

balance of work and quality of life, and productivity of an organization/employee. Additionally,

personal communications with peers and other government employees have revealed a trending

favoritism towards the concept, both for increased professional development and as positively

increasing a better work/family balance.

Alternative work schedules can incorporate a multitude of different types of schedules.

Such as flexible work schedules, flexitour, compressed work schedules, a gliding schedule or a

maxiflex schedule. Work schedules as defined by OPM are provided in Table 1 of this report.

Attention must be taken during implementation of such schedules as there is no authority to

establish a hybrid of or a combination of work schedules that use aspects of a flexible work

schedule and compressed work schedules to create a hybrid type of work schedule program to

develop additional benefits for employees or agencies.


Authority to Utilize Alternative Work Schedules

Current directives authorizing the use and implementation of alternative work schedules

are found within the guidance set forth through the Office of Personnel Management (OPM),

Title 5 of the U.S. Code, chapter 61. OPM (n.d.) states “Under subchapter II of chapter 61 of

title 5, United States Code, AWS programs may apply to employees of any executive agency

(excluding the U.S. Postal Service), any military department, the Government Printing Office, or

the Library of Congress” (Scope, para 1). Through a review of these directives, alternative work

schedules may be established for employees as an alternative to the traditional fixed work

schedules (eight hours per day, forty hours per week) enabling employees to have work

schedules that help the employee balance work and family or personal responsibilities

(OPM.gov). As defined within Title 5 USC chapter 61, “A full-time employee must work 80

hours/biweekly pay period, or a multiple of this requirement, as determined by the agency head.

Agencies may also establish daily or weekly basic work requirements.” (OPM, Flexible Work

Schedules, para 1). Additionally, Director of Administrative Management, Administrative

Instruction (AI) number 28, dated 2011 January 05, provides guidance and clarifies authority

regarding Alternative Work Schedules for DoD activities within the Washington Headquarters

Services in accordance with DoD directive 1400.25: DoD Civilian Personnel Management

System, and reissues DoD directive 5110.4: Delegation of Authorities for Hours of Duty,

Alternative Work Schedules, and Alternative Workplace Arrangements (Director of

Administration and Management, 2011). The AI establishes this DoD policy that adheres to the

merit system principles, equal compensation and employment opportunities, and workforce

diversity goals and objectives permitting flexible work arrangements, allowing employees to


better balance their work and other responsibilities. (Director of Administration and

Management, 2011).

Advantages of Alternative Work Schedules on Productivity

The traditional work week (eight hours per day, forty hours per week) is becoming a relic

of the past as modern communication allows for increased use of working or focus groups and

multi-level decision making taking prevalence in the modern work space. These working or

focus groups, with its members often spread out on a global scale as its members are physically

located in separate geographic locations supporting various aspects of the organizational mission,

rely on advancements in telecommunications to effectively work together via teleconferencing,

email traffic or even the telephone. Frequently, projects or tasking’s are brought to a standstill as

employees who are employed locally, wait for a response from employees employed outside the

local area.

Within the Capital Region, many of the day to day routines have become more dependent

on the use of telecommunication technology to support the goals of the organization. Often the

decisions are justified through the needs, events or shortcomings at other installations. Through

the use of alternative work schedules such as flexible work schedule or a gliding work schedule,

an employee who is working locally can enhance the output of organizational goals through

varying their schedule to better meet the availability of other employees. For example, those

employees who work in different time zones or are geographically separated from other

employees while at work. “I have requested to shift my working hours to better correspond with

my counterparts on the West Coast. It was very difficult to coordinate important teleconferences

and pass vital project information when I was working on East Coast time… Besides now I


don’t have to fight the traffic” (G. Burandt, Special Projects Coordinator, personal

communication, December 5, 2016)

Alternative work schedules, if implemented correctly, can promote an increase in

employee availability over a greater span of time during traditional and non-traditional working

hours, allowing a better service to be offered to the organization’s clientele. McCampbell (1996)

explains that “This is particularly valuable for organizations the must deal regularly with

nationwide operations” (p. 34). However, the use of alternative work schedules can pose a

potential scheduling difficulty among employees on different schedules within the same work

group especially if collaboration between employees on different schedules is required or

employees with certain expertise are needed. This problem is often seen during compressed

work schedules as work groups coming to the final stages of a project, when participation is at its

most warranted, several members of the work group or supporting staff may be unavailable

during core working hours resulting from a compressed work schedule. Figure 2 shows the

correlation between the different schedules and how these compressed schedules can affect

availability between schedules.

The graphic shows the three most common compressed work schedules used locally.

- 10 hour/4 days a week.

- 9 hour/4 days a week plus one 8-hour day/biweekly


Monday

Tuesd

ay

Wednesd

ay

Thrusd

ayFri

day

Monday

Tuesd

ay

Wednesd

ay

Thrusd

ayFri

day0

2

4

6

8

10

12

Work schedules over a two week period

10 hour day9 hour day A9 hour day B

Those on a 10-hour schedule usually have one hour with minimal staff on hand to support

projects and are not available on Fridays. Those on the 9-hour schedule have a severely reduced

staff on hand during their required 8-hour day and are not available every other Friday. While

core hours are concentrated Monday through Thursday, Fridays are usually ineffective in terms

of productivity.

One such incident was described as “Having key personnel unavailable on Fridays at the

end stages of a project, such as the 2016 Patuxent River Air Show, hinders efforts. The absence

of key personnel had created contractual delays, resulting in one important vender cancelation

because the legal authority to deliver a signed contract was not available when it was most

needed (C. Martin, LT, USN, personal communication, November 25, 2016). Through the use

of alternative work schedules such as a maxiflex schedule, the needs of the organization could

have been meet as employees could have shifted their schedules to accommodate the project

requirements.


Another aspect to be considered with regards to increasing productivity is the work

environment itself. Often the work environment is filled with interruptions such as conversations

of other employees, social interactions with other employees, a high tempo of activities needing

to be addressed or office background noise which may make personal productivity difficult.

Through the use of alternative work schedules, employees can alter their working hours to lessen

the effect of these working environment interruptions (Shockley & Allen, 2012). Having the

ability to alter working hours to avoid such distractions can help increase productivity both on a

personal and organizational level.

Key Points of Alternative Work Schedules

Advantages:

Alternative work schedules can reduce stress on parents dealing with daycare issues.

Contributes to lower absenteeism and higher productivity.

Over-time costs are reduced as schedules are adjusted to meet organizational needs.

Business hours can be extended through the flex-time and compressed workweek

schedules.

Flexible schedules allow for more economical use of office space and equipment.

Disadvantages:

Supervisors and employees may not work the same hours, which will require more

coordination between the supervisor and employee.

Administrative problems may arise with timekeeping.

Administrative costs may be high when the option is first implemented, depending on

how quickly these costs can be resolved.


Workplace coverage may be a problem with some options particularly where departments

do not have enough coverage during core business hours.

Advantages of Alternative Work Schedules on Employee Retention and

Recruitment

According to Gbemiye-Etta (n.d.) The ability of an organization to provide schedules that

allow flexibility has been proven through industry studies as a means to:

Increase moral.

Provide incentives within organizations.

Achieve greater employee loyalty to organizational goals.

Increase retention of and security of knowledge base.

Referencing the United States General Accounting Office (GAO) (2002), “Work-life

policies and programs, such as alternative and flexible work schedules, transit subsidies, child

care assistance, and employee assistance programs, are among the most effective human capital

flexibilities available in federal agencies for managing the workforce to achieve agency missions

and accomplish agency goals” (p. 3).

Alternative work schedules can provide the incentives needed to attract the most qualified

and talented workforce. With the continued advancements of technology, those who are on the

cutting edge of such technology as a result of recent academic endeavors in their fields, often

provide the fresh viewpoint needed to advance organizational projects within their fields.

According to the Office of Personnel Management (OPM) “The employee benefits provided by

AWS programs also are useful recruitment and retention tools” (para 13). For example, the

millennial generation does not hold the same work values of a strict 9 to 5 schedule as the Baby


Boomer generation and may well be more attracted to a flexible type of schedule. The ability of

employees to gain flexibility in their work schedules affords employees more flexibility in

scheduling their personal activities or work around environmental distractions in the workplace

and in turn is an attractive incentive for potential qualified employee prospects as well as

retention of existing employees. Perhaps the central feature of flexible work schedules is that

they depart from the rigidity of the traditional work day, allowing employees the opportunity to

better “accommodate their particular situation” (McGuire & Liro, 1986, p. 1). During a

conversation with the Environmental Systems Warfare Center (ESWC), San Diego, a major

systems and technical support asset in the Port Operations enterprise, “Our recruitment efforts of

new employees often revolve around the use of alternative schedules, many of our employee’s

support systems around the world and a standard work schedule simply does not work because of

time differences” (D. Bojorquez, NAVFAC ESWC, personal conversation, December 9, 2016).

Traffic Congestion and the Work Place

Traffic congestion is a real issue around many federal installations resulting from the

number of employees trying to get to work, all at the same time. These traffic issues not only

affect those who are stuck in it, it also affects the local communities surrounding the

installations. Here in the Patuxent River area, traffic is congested every work day resulting from

the number of employees working on the installation. Peak traffic congestion is from 06:00 –

08:30 in the mornings and 3:00 – 6:30 in the evening when most of us are making our daily

commute revolving around the traditional working schedule. As depicted in the graphic below,

showing peak commute times, from the number of cars entering or leaving the installation at any


given time period during the workday. (Actual numbers were changed to protect OPSEC IAW

security directives). Information was gathered through the NAS Security department.

Congestion Times

The data

clearly shows

three peak times

during the workday,

Mornings from 6 to

8:30, lunch time and in

the evenings

from 3:00 until 6:30. Additionally the graphic shows that Fridays, during compressed work

schedules, the peak congestion times are significantly less as fewer people are on the installation.

At times, the congestion at the installations gates is backed up 1½ miles in the morning as a

portion of the 22,000 federal employees make their way to the office. Likewise, the evening

congestion leaving the installation is backed up at every intersection and going over the Thomas

Johnson Bridge for hours, making it very difficult for local residents to get out of their

neighborhoods or into local businesses. Arbon, Facer & Wadsworth (2012) explains that

“Alternative work schedules can reduce traffic congestion because employees participating in

this schedule typically leave home and work after peak traffic hours” (p. 399).


Alternative work schedules can help alleviate or spread out the traffic congestion and

lessen the effects of current work schedules and in return enhance the local communities,

businesses and partnerships with the installation. The photograph below shows traffic

5:00 AM

6:00 AM

7:00 AM

8:00 AM

9:00 AM

10:00 AM

11:00 AM

12:00 AM

1:00 PM

2:00 PM

3:00 PM

4:00 PM

5:00 PM

6:00 PM

7:00 PM0

50100150200250300350400

Peak Traffic Congestion Times

MondayTuesdayWednesdayThursdayFriday

congestion resulting from a portion of the 22,000 employees leaving work at 5 pm. On this

particular day, traffic was congested from gate 1 at NAS Patuxent river to Wildwood Parkway

and took almost 45 minutes to travel a mere 5.6 miles.

Photograph taken by Dave Wick on 12 Dec, 2016 at 5:14 pm showing Rt. 235 northbound traffic

Proposed steps to Extend Alternative Work Schedule Policy

Extending the use of alternative work schedules requires planning and cooperation of all

employees and supervisors involved to ensure that the program is implemented in such a way


that will allow all interested employees and supervisors to participate. Additionally, the further

implementation of alternative work schedules must not lead to the perception of some employees

being favored above others. Several steps can be taken to enhance the implementation process:

Ensure maximum awareness of proposed policies throughout the workforce.

Conduct a needs assessment survey to determine level of interest among employees.

Create a management-employee committee to help develop program within departments.

Decide which AWS policies will be further implemented. A decision should be based

off of the results of the survey as well as the needs of the organization.

Implement desired policy changes, ensuring the changes are appropriate and effective,

without compromising organizational capabilities and availability of employees.

Design and establish a reporting system that allows for accurate tracking of hours

worked, benefits due and other administrative procedures which may be altered through

the use of various alternative work schedules.

Ensure all alternative work schedule agreements are put in writing to eliminate any

confusion and that any changes in supervisors does not negate schedule agreements.

o Differences in type of schedules adopted by individual departments should also

be recorded.

Recommendations for Implementing Increased Use of AWS Policies

Several options are available to increase the effective use of alternative work schedules

within the organization while sustaining its goals and meeting its objectives. Consideration of

individual departmental requirements must be taken in to account prior to extending a blanket


policy or changing current work schedules as noted previously. Alternative work schedules are

not a means of reducing working hours but rather a means of making them flexible enough to

meet current and future needs of the organization and its employees, as a means to bring the

organization in to the modern work environment and sustain its future effectiveness.

Flexible Work Schedule

A schedule allowing an employee to determine his or her own schedule within the limits

set by the organization can be used to increase moral, employee work and family needs while

increasing availability of services and production output. This type of schedule can reduce

overtime requirements and absenteeism as employees can adjust schedules to meet needs of the

organization. Care should be taken if using this type of schedule as gaps in personnel

availability may arise if not carefully tracked.

Flexitour Work Schedules

A schedule in which an employee is allowed to select starting and stopping times within

the flexible hours would best satisfy the organization by meeting external needs such as time

zone differences or personal needs of an employee such as day care. This type of schedule can

also reduce overtime requirements and absenteeism as employees can adjust schedules to meet

needs of the organization as well as any personal needs therefore increasing productivity and

moral within the organization. This type of schedule is usually established as being a standing or

fixed schedule, allowing for consistent coverage during non-traditional hours.


Gliding Work Schedule

Use of this type of type of schedule would allow for flexibility to meet organizational

demands as they arise. A schedule in which a full-time employee has a basic work requirement

of 8 hours in each day and 40 hours in each week, may select a starting and stopping time each

day, and may change starting and stopping times daily within the established flexible hours.

This schedule would allow for core hours to be fulfilled as well as increasing employee ability to

work with external resources in working groups or collaboration of projects requiring multiple

agencies that are spread out geographically.

Maxiflex Work Schedule

Perhaps the most versatile and likely the more favored schedule. A type of flexible work

schedule that contains core hours on fewer than 10 workdays in the biweekly pay period and in

which a full-time employee has a basic work requirement of 80 hours for the biweekly pay

period, but in which an employee may vary the number of hours worked on a given workday or

the number of hours each week within the limits established for the organization. This schedule

allows for the most flexibility of both the organization, its needs and its employees. An

employee can easily adjust working hours to support organizational requirements of variable

time schedules between organizations, reduced overtime and absenteeism, increase production

and most likely to promote retention and increased moral. Employees can adjust their schedules

to meet unusual demands, fulfill extended services during non-traditional hours and balance

work and family life with minimal impact to the organization.


Summary

In summary, alternative work schedules can provide the organization with several benefits such

as reduced absenteeism, reduced overtime, increased capabilities through time management of

personnel to meet external obligations and collaborations with organizations outside of the

installation, reduce traffic congestion and increase moral leading to increased devotion and

dedication to the organization. Additionally, alternative work schedules can increase employee’s

ability to balance work and family life, allowing them to work around the rigid traditional work

schedule. Although each of the proposed types of schedules have their advantages and

disadvantages, each can prove more effective than the current standard of compressed work

schedules as the organization moves forward and utilizes more modern communication in its

business techniques. Preferences of new employees seem to be changing, adopting favor of the

alternative work schedule concept over the traditional work schedule and driving the talent

towards those who encourage such policy. Regardless of which type or combination of

alternative work schedules, if any, is adopted, the positive gains of adopting more

implementation of alternative work schedules outweigh the positive gains of the current system

which lacks in effective use of time management, resources and capabilities of the organization.


References

Arbon, C. A., Facer II, R. L., & Wadsworth, L. L. (2012 September 01). Compressed Workweeks-Strategies for Successful Implementation. Public Personnel Management, 41(3), 389-405. Retrieved from http://eds.a.ebscohost.com.ezproxy.umuc.edu/eds/pdfviewer/pdfviewer?sid=2b92c333-5a5e-4ec4-a4e7-fbf5537f37db%40sessionmgr4006&vid=2&hid=4211

Director of Personnel and Management. (2011 January 05). Administrative Instruction, Number 28. Retrieved from http://dtic.mil/whs/directives/corres/pdf/a028p.pdf

Gbemiye-Etta, E. (n.d.). Is There Value to Alternative Work Schedules in the Workplace Today. Retrieved from http://impa-hr.org/files/pdf/hrcenter/Alternative%20Schedules/cpr_aws_Gbemiye-Etta.pdf

McCampbell, A. S. (1996). Benefits Achieved Through Alternative Work Schedules. Human Resource Planning, 19(3), 30-37. Retrieved from eds.a.ebscohost.com.ezproxy.umuc.edu/eds/pdfviewer/pdfviewer?sid=2df03fbe-ba95-423c-a319-0955obb68202%40sessionmgr4006&vid=5&hid=4110

McGuire, J. B. & Liro, J. R. (1986). Flexible Work Schedules, Work Attitudes, and Perceptions of Productivity. Public Personnel Management, 15, 65-73. Retrieved from eds.a.ebscohost.com.ezproxy.umuc.edu/eds/pdfviewer/pdfviewer?sid=9dcaaf07-5424-af92-46cb6250671e%40sessionmgr4006&vid=5&hid=4110

Office of Personnel Management. (n.d.). Handbook on alternative Work Schedules. Retrieved from https://www.opm.gov/policy-data-oversight/pay-leave/reference-materials/handbooks/alternative-work-schedules/

OPM.gov. (n.d.) Work Schedules. Pay and Leave. Retrieved from https://www.opm.gov/policy-data-oversight/pay-leave/work-schedules/fact-sheets/alternative-flexible-work-schedules/

Shockley, K. M. & Allen, T. D. (2012 May). Motives for flexible work arrangement use. Community, Work & Family,15, 217-231. Doi: 10.1080/13668803.2011.609661

United States General Accounting Office. (2002 December 06). Human Capital: Effective Use of Flexibilities Can Assist Agencies in Managing Their Workforces: GAO-03-2. GAO Reports, 1. Retrieved from http://eds.b.ebscohost.com.ezproxy.umuc.edu/eds/pdfviewer/ pdfviewer? vid=9&sid=73d649fb-88a8-4443-9968-2fb0450ddcf9%40sessionmgr 104&hid=104


Appendix

Table1. OPM Defined alternative work

Compressed work schedule In the case of a full-time employee, an 80-hour biweekly basic work requirement that is scheduled by an agency for less than 10 workdays

Flexible work schedule A work schedule established under 5 U.S.C. 6122, that - in the case of a full-time employee, has an 80-hour biweekly basic work requirement that allows an employee to determine his or her own schedule within the limits set by the agency

Flexitour A type of flexible work schedule in which an employee is allowed to select starting and stopping times within the flexible hours. Once selected, the hours are fixed until the agency provides an opportunity to select different starting and stopping times.

Gliding work schedule A type of flexible work schedule in which a full-time employee has a basic work requirement of 8 hours in each day and 40 hours in each week, may select a starting and stopping time each day, and may change starting and stopping times daily within the established flexible hours.

Maxiflex work schedule A type of flexible work schedule that contains core hours on fewer than 10 workdays in the biweekly pay period and in which a full-time employee has a basic work requirement of 80 hours for the biweekly pay period, but in which an employee may vary the number of hours worked on a given workday or the number of hours each week within the limits established for the organization.

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