Managing working time in organizations requires balancing the perspectives of the individual and the institution. This balance is fundamental to harmonizing interests that are not always aligned. From a management perspective, three key areas are prioritized:
- Availability : It is essential to have the right resources at the right time and under the right conditions. Technological advances have facilitated this availability.
- Flexibility : The adaptability of human resources, facilitated by digital systems and planning algorithms, is crucial for the fit between means and needs.
- Productivity : Efficiency in the use of resources is fundamental, and the interaction between availability and flexibility contributes to improving productivity.
These axes are articulated in reference points widely considered in daily management:
- Results orientation : It is essential for effective management, achieving better results when accompanied by a genuine interest in the work and a considerable degree of support and autonomy.
- Focus on the essentials : Prioritizing important tasks and minimizing distractions is key to effective time management.
- Clear setting of goals and objectives : It is essential to know what to do, why and how to communicate it clearly.
- Systematic use of control means : Coordinating the means used and the achievement of objectives is essential.
- Clear performance appraisal systems : These allow for the coherent articulation of recognition and correction of achieved performance.
Managing working time should focus on its efficient use in terms of input and contribution, rather than on the overall volume of time spent. It is crucial to consider employees’ expectations and needs, as these do not always align with the organization’s priorities. Management must simultaneously address potential conflicts of interest, and if these are collectively expressed, specific management of their impact on labor relations is required.
