The flexible work hours program described is favorably received by both management and nonmanagement employees and positively influences the employees' perceived quality of life without causing a productivity loss. (Author/IRT)

Flexible scheduling and reduced work time programs can help alleviate some of the pressures on public and private employers to develop innovative solutions to problems caused by inflation, unemployment, the transition in the composition of the workforce, and changes in life-styles. (Author/IRT)

Outlines a technique for making a tight economy and energy shortages more palatable by supplementing employee wage increases with benefits such as alternative three and four day "weekends" without loss of regular pay and by enabling business to increase profits. (Author/IRT)

Proponents stress the increased productivity that results for job sharers' ability to work harder for shorter periods of time. Opponents stress the increased expenses, such as fringe benefits, that result. The issue, then, is whether increased productivity outweighs increased expenses. (Author/IRT)

Presents a typology of modifications to the standard work week, reviews the current state of research-based knowledge regarding the effectiveness of each major type of alternative, and presents implementation suggestions for personnel interested in adopting one or more of the alternative forms. (Author/IRT)

Firm size, employee characteristics, and structure and type of product or service generated are all factors that must be considered and analyzed in dealing with any particular employment problem. Unfortunately, this type of rigorous analysis is not evident in the material surveyed in this report. (Author)

Reviews the literature on the positive and negative effects of compressed work weeks and flextime on employee performance, satisfaction, absenteeism and tardiness, and turnover, as well as their effect on the quality of work done and the frequency of accidents. (IRT)