sible and desirable," but that "too much quiet time or too rigid a struc-
ture may be counterproductive" (pp. 127 - 128 ).

Based on this experiment, Perlow ( 1997) believed that the "work
process could be made more efficient and effective" (p. 130 ). How-
ever, this "will require a shift from a system that rewards individual
heroics and long hours to a system that rewards individuals' contri-
butions . . . without the accompanying emphasis on visible hours" (p.
130 ). The purpose of Perlow's research "was not to look for ways to
make knowledge workers more efficient but to understand how they
use their time at work and whether they need to work such long hours"
(p. 133 ). She found that "inefficiencies at work contribute to extra,
unnecessary hours of work," and that "at least in certain work set-
tings, if the way time is used were altered, more work could get done
in less time, leaving more time for other things" (p. 134 ).

Workplace flexibility is a topic that is international in scope. Com-
panies in North America, Western Europe, and the United Kingdom
have become increasingly interested in implementing alternatives to
the traditional eight-hour day and five-day workweek. Several fac-
tors have contributed to the development and growth of this work-
place trend. These factors include the need to retain and recruit talented
workers, the attempt to balance work and family obligations, the pas-
sage of family-friendly legislation, corporate downsizing, the rise of a
global economy, the high cost of office space, and the need to reduce
employee commuting time because of air-quality standards.

Chapter 2 reviews the literature on a range of flexible scheduling
options, including flextime, compressed workweek, job sharing, vol-
untary part-time work, leaves, and phased retirement. It examines the
characteristics of flexible workers and the characteristics of flexible
jobs. The advantages and disadvantages of each of these arrangements
are outlined. The barriers to specific options are discussed. Chapter 3
focuses on telecommuting. It discusses the pros and cons of telecom-
muting and barriers to its implementation. It provides a profile of
telecommuters and a profile of the organization most likely to offer
this option. Chapter 4 looks at some companies that have been leaders
in implementing flexible work arrangements. It includes examples from
both manufacturing and nonmanufacturing settings. This chapter iden-
tifies some innovative companies in North America, Western Europe,
and the United Kingdom. Chapter 5 discusses the future of workplace
flexibility. It looks at newly emerging workplace options, such as paid
time off, leave banks, and annual hours contracts. It also discusses

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