Employee-oriented flexibility gives employees working time autonomy or working time control in the form of opportunities for them to have input into and influence over the management of their own working times. By contrast, employer-oriented flexibility means the flexibility of working times is controlled by the organisation, which enables it to match supply and demand and be more responsive to changes in its environment. This consequently imposes flexibility demands on employees as far as their working times are concerned.

Working time control: giving employees discretion over working times

Many employees would like to be able to influence their working times. Working time control or working time autonomy enables them to organise more effectively how they meet family obligations, engage in voluntary work, do further training, or spend their leisure time, thus improving their quality of life. If employees are able to decide when they begin and end their work or when they take a couple of hours or days off, flexible working times offer more discretion for employees and make it easier for them to reconcile different private and job-related aspects of their lives. In addition, telework, remote work and mobile work often go hand in hand with working time control and working time autonomy (see Mobile Work).

Flexibility demands: employer-oriented working time flexibility

Employer-oriented working time flexibility meets employers’ needs (e.g. varying operating hours, opening times, and hours of service). It empowers organisations to strategically allocate reserves of personnel and time, enabling them to align schedules with operational requirements efficiently. This places demands on employees as the length and timing of their working times may change unexpectedly, requiring flexibility in their schedules. Apart from short-term changes to working times, on-demand work, on-call duty, standby duty, and permanent availability outside regular working hours make it harder for employees to plan ahead. It becomes more difficult to switch off mentally from work and recover, especially when workers have to be available and are contacted frequently outside regular working times. This is even the case when employees only have the feeling that they need to be available, although they are not actually contacted.

Flexible working hours, health, and well-being

Carefully planned and strategically implemented flexible working time models benefit employees and organizations equally. Working time control and working time autonomy contribute significantly to employees’ health and satisfaction with their work-life balance. For instance, employees with more control over their working times report better health and fewer health complaints than employees with low control. Furthermore, employees who are able to influence their working time patterns are more satisfied with their work-life balance.

Nonetheless, health complaints increase when working hours are determined by others or changed frequently for operational reasons (employer-oriented working time flexibility). Satisfaction with work-life balance is also significantly lower when working times are difficult to plan and predict.

In general, the implementation of flexible working hours should comply with the provisions set out in the Working Hours Act (Arbeitszeitgesetz, ArbZG). Long working times of more than eight hours a day, especially if they exceed ten hours, pose risks and should be minimized. Uninterrupted rest periods of at least eleven hours a day and sufficient breaks during work times are also crucial. Employees who are given enough time to recover not only maintain good health but also sustain high energy levels, fostering ongoing commitment to and motivation for the organisation.