Tamolsky: We must become mone flexible if we are to meet our personnel needs and maximize efficiency. In the past, we simply hired as many full-time employees as we thought we needed. But this focus has caused us to lose many valuable employees. We should offer flextime and job sharing options to help us keep and attract lalented employees.
Robin: Alternatives to traditional job design approaches can lead to significart cost savings. Next year we are expected to have 500 more employees than our current facility allows, but my analysis reveals that 600 of our amployees could telecommule. Therefore, we ean avoid eostly actions such as moving our offices or building exfensions if these workers became telecommulers. Job sharing can also reduce facility costs as well as paymoll costs.
Tamolsiky and Robin would be most likely to disagree about which of the following questions?
A. Would telecommating lifely lead to cost savings?
B. Does the organization have a moral obligation to offer flextine and job sharing estions?
C. If offering a job sharing eption mould not reduce costs, shoul fle orpuration sitil effer i?
D. Would the organisation be better able to keep viluatile employes Fr offered flestime and job sinaring options?
E. Ave any otber erganisational structure decisions irreonart for the liture of the erganizabon?
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