Why flexibility? Need for flexibility: The concept of flexibility has permeated much of current human resource management thinking, providing justification for recent developments in more flexible and variable working models. Its need arises from the following: The changing economic environment: highly competitive “global” product markets, increasingly rapid advances in information and communications technologies (ICT), and the growing capital intensity of manufacturing. A changing social environment: for example, the increase in women's participation rate and trend towards early retirement and increasing divorce rates. Government policy context: desire to reduce unemployment and make the economy attractive to inward investment as a source of employment and long-term growth Flexible business model: Atkinson and Meager firm's 'flexibility' model identifies four types of flexibility wanted by companies:1. Functional: Refers to a company's ability to adapt and leverage the skills of its employees to meet tasks required by changing workload and production methods. This occurs through multi-skills/dual-skills/the dismantling of traditional rigidities between professional groups (horizontal and vertical flexibility). This is designed to improve efficiency and reduce costs. This is a central area of ​​traditional conflict within the division of labor between distinct skilled groups and between skilled and unskilled (Penn, 1985).2. Numeric: Refers to a firm's ability to adjust the level of labor inputs to accommodate fluctuations in production. There is a greater use of part-time staff, temporary staff, with short-term contracts, job sharing and temporary workers. There is a contrast between permanent "core" workforce and non-permanent "peripheral" workforce. The general idea is that an increasing mix of non-standard forms of work will be more efficient and less costly.3. Distancing strategies: Refers to the increased use of other businesses undertaking non-essential activities such as dining, cleaning and transportation. Such a strategy will be more economical.4. Financial: Refers to achieving flexibility through compensation and reward structure.5. Temporal flexibility: concerns the trend of hours worked and linked to the needs of the company. Seasonal or on-demand work is provided leading to Flexi-time systems. Furthermore, annual hourly contracts assigned with an increase in evening work. These flexibilities are achieved through a division of employees into: • Core workforce: The core group is composed of highly skilled and well-paid workers recruited from the primary labor market. These workers are expected to provide functional flexibility. Core group workers have brighter career and promotion prospects and usually receive comprehensive training and development. • Peripheral workforce: Peripheral workforce consists of two types of groups.