Working time

The functional time model is a working time model and is a variant of the flexitime model. It is also referred to as variable working time or as a time-autonomous work group . Thereby, mandatory attendance times ( core times ) are no longer prescribed for each individual employee , but operationally agreed working times are defined, during which individual operational areas must be functional. Based on this central specification, the working group or team takes on the coordination of the duration and the location of working hours as autonomously as the planning of vacation or attendance times on certain days. In consultation with the team, the working time model also enables whole days off, as the focus is less on the presence of the employee and more on the work result of the team. If this can be achieved in coordination with the line manager, the employees have flexible options within the framework of collective bargaining and working time law. The spread of working hours is particularly common in banks , insurance companies and in the public sector . In principle, the working time model of the functional time requires the existence of a good ability to cooperate in the team or in the work group. A high level of social competence is required for the individual arrangements and the regulation of numerous aspects in the team . In addition, the establishment and management of a working time account for continuous documentation of working hours is a necessary requirement.

Example definition of a function time

For the introduction and development of the operating time is to be noted that in particular the determination of the break nregelung and the method of time and attendance and scheduling of overtime and overtime and the determination of the compensation period, the mandatory participation of the council subject.

Advantages and disadvantages of working times

When compiling the advantages and disadvantages of the working time model, a distinction can be made between the employee and the employer perspective.

The working time model from the employer's perspective

advantages

The employer is relieved of time by delegating working time planning to the employees and can devote himself to other topics. At the same time, the entrepreneurial thinking in the team increases by focusing on the functionality of the company when planning working hours. The working time model is usually well accepted by the workforce and thus also increases the motivation of the employees. This in turn leads to an image gain and a higher attractiveness as an employer. Due to the broad suitability of this working time model for a large number of company areas (e.g. also in production), it offers extensive flexibility potential from the employer's point of view . The company has the option of determining the working times so that the deployment of staff can be planned according to the actual workload. The greater flexibility also enables employees to reduce absenteeism due to e.g. B. Doctor's appointments, since potential conflicts can be avoided in advance when planning your own working hours.

disadvantage

To ensure the practicability of a function time model, binding, written regulations regarding e.g. B. break times, working time accounts and rest periods between working days are required. If the company has a works council, this must be included in the drafting of the works agreement. In order to use the function time model sensibly, there should also be a minimum number of employees. Multiple qualifications of employees in a team are necessary for the representation concept to work. The model still cannot be applied equally to all departments in a company. This can lead to cross-team dissatisfaction with disregarded departments. Even if the teams do not harmonize well internally during the consultation, permanent tensions can arise. It must be noted that not every employee is happy to take on responsibility to the same extent and not every supervisor is happy to hand it over. Basically, the more employees are not in the company at the same time, the greater the coordination effort. The required recording of working hours also leads to increased administrative work for the company.

The working time model from the employee's perspective

advantages

In this working time model, the employees assume a high degree of time sovereignty through flexible working time management. The flexibility achieved in this way primarily affects the individual design of the start and end of work as well as the consideration of the employees' preferred daily rhythms . By linking the functional time model with a working time account, employees can also be given the opportunity to save time on a working time account and redeem it flexibly if necessary. The model promotes self-management skills within the team as well as the entrepreneurial thinking of the employees through the increased assumption of responsibility.

disadvantage

For the functionality of the function time model, a high degree of coordination skills in the team is necessary when filling working hours, as otherwise conflicts between employees can arise. Dissatisfaction arises in particular when advantageous and disadvantageous working hours are not distributed equally between employees. This in turn presupposes the willingness of employees to take responsibility for their own work time planning in a self-organized manner. Another disadvantage is that not all employees in the company can be reached at all times.

literature

BAuA: Flexible working time models - overview and implementation. Federal Institute for Occupational Safety and Health, Dortmund 2017 ISBN 978-3-88261-230-1

Web links

Arbeitszeitmodelle - Arbeitszeitbox.de - a project of the IAW - Chair and Institute for Ergonomics at RWTH Aachen University (funded by "INQA - Initiative New Quality of Work")

Individual evidence

↑ Christopher Schlick, Ralph Bruder, Holger Luczak: Ergonomics . Springer Berlin Heidelberg, Berlin, Heidelberg 2018, ISBN 978-3-662-56036-5 , doi : 10.1007 / 978-3-662-56037-2 ( springer.com [accessed February 27, 2019]).
↑ ^a ^b Beate Beermann, Federal Institute for Occupational Safety and Health: In Time? Design of flexible working time models . 4th edition. BAuA Federal Institute for Occupational Safety and Health, Dortmund 2013, ISBN 978-3-88261-597-5 .
↑ Corinna Jaeger, Frank Lennings: Field of activity “Shaping working hours” . In: Institute for Applied Ergonomics V (Ed.): Efficiency in operation . Springer Berlin Heidelberg, Berlin, Heidelberg 2015, ISBN 978-3-662-43397-3 , pp. 149 , doi : 10.1007 / 978-3-662-43398-0_9 ( springer.com ).
↑ Frank Lennings, Ufuk Altun: Shift work under demographic challenges . In: Working Time Policy . Springer Berlin Heidelberg, Berlin, Heidelberg 2019, ISBN 978-3-662-57474-4 , pp. 107-139 , doi : 10.1007 / 978-3-662-57475-1_7 ( springer.com ).
↑ ^a ^b ^c ^{d working time} . Retrieved February 27, 2019 .

[1] Christopher Schlick, Ralph Bruder, Holger Luczak: Ergonomics . Springer Berlin Heidelberg, Berlin, Heidelberg 2018, ISBN 978-3-662-56036-5 , doi : 10.1007 / 978-3-662-56037-2 ( springer.com [accessed February 27, 2019]).

[:0-2] Beate Beermann, Federal Institute for Occupational Safety and Health: In Time? Design of flexible working time models . 4th edition. BAuA Federal Institute for Occupational Safety and Health, Dortmund 2013, ISBN 978-3-88261-597-5 .

[3] Corinna Jaeger, Frank Lennings: Field of activity “Shaping working hours” . In: Institute for Applied Ergonomics V (Ed.): Efficiency in operation . Springer Berlin Heidelberg, Berlin, Heidelberg 2015, ISBN 978-3-662-43397-3 , pp. 149 , doi : 10.1007 / 978-3-662-43398-0_9 ( springer.com ).

[4] Frank Lennings, Ufuk Altun: Shift work under demographic challenges . In: Working Time Policy . Springer Berlin Heidelberg, Berlin, Heidelberg 2019, ISBN 978-3-662-57474-4 , pp. 107-139 , doi : 10.1007 / 978-3-662-57475-1_7 ( springer.com ).

[:1-5] {d working time} . Retrieved February 27, 2019 .