Investigation of the research question was reliant on collected primary data and documented information on the issue, or secondary data. Primary data was gathered using employee surveys. The surveys involved use of questionnaires specifically designed to question employees’ outlook on flextime and its influence on their productivity, morale, tendencies to miss work, and propensity to quit their jobs or remain loyal to an organization. Collection of primary data also involved talking with employers and employees in one on one interviews, so as to get their insight on the issue. Secondary data collection involved an intense database search of the ISU library, and other online libraries like EBSCOhost and ProQuest. This made it possible to gain access to reliable information sources relevant to benefits and challenges associated with flextime implementation. Articles were also acquired through conventional internet search, through use of key word flextime and employee performance. This report discusses the diverse metrics of employee performance, that is, productivity, morale, absenteeism, and turnover within the context of flextime implementation. The report also evaluates these performance indices, as depicted by companies that have implemented the flextime program. It further analyzes possible benefits of a flextime program, while presenting recommendations, showing why Madison Supply Company should implement it and how maximum efficacy of the program can be achieved.Productivity is deemed one of the key determinants of employee performance. According to research conducted by Kelliher’s (2011) on companies like Centrica, Lehman Brothers, and KPMG, among others, there was a strong correlation between flexible work schedules and employee productivity. Kelliher’s (2011) also showed that only a small percentage of individual participants in the target corporations associated flexible work schedules with a negative impact on their productivity and overall performance. Clear understanding of the positive effects of flexible work programs on productivity should make it possible for organizations like the Madison Supply Company to deal effectively with managerial or even individual employee resistance to flexible working. Understanding how flexible working improves productivity also paves way for innovation of the most effective methods or approaches to work. (Grzywacz, Casey &
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