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ementation of FWA is often driven by the company’s culture. When the culture is supportive of these policies, they are likely to be successful. Changing a company’s culture can be time consuming or requires patience.

Line manager and supervisor support
During the survey some line managers and supervisors seemed to be resistant towards FWA. Nearly the same situation was found in BU whereby employees have stopped using FWA. There was lack of manager support. Since line managers and supervisors play an important role during the implementation of FWA (Maxwell, 2005), it is of utmost importance to gain their commitment. This can be achieved through the strategies devised below.

Line managers and supervisors need to be educated of the business case and best practices for FWA through the training session (CIPD, 2012). BU managers who have already implemented FWA can be invited during these sessions to communicate their positive experience. Hence the reluctant line managers and supervisors will have the opportunity to clarify any fears or doubts.

The performance evaluations of line managers and supervisors can be tied to their ability of creating a culture supportive of FWA. Therefore HR will need to review the performance appraisal criteria.

Furthermore employees also need to be empowered. This will eventually make them strong enough so that even if a newly recruited line manager or supervisor expresses some though that would go against FWA, the employees’ first instinct would be to educate the latter.

Co-worker support
The survey reveals lack of coworker support especially among employees who have stopped using FWA. Their main issue was that their coworkers are not able to fill in during their absence. This also relates to the supervisors’ belief of employees’ inability to backup each other. But in the CBS BU only a minority of employees (6%) raised out this issue. However to ensure the success of FWA, there is a need to take this issue on board by the CBS BU as well. The BUs needs to encourage knowledge sharing among employees. Some resistance can be expected from the employees since they might fear for job security. As a workaround the BU can introduce knowledge sharing as a performance evaluation criteria. Hence the employee will surely make an effort to meet this expectation (Bock et al, 2005). Furthermore employees should be encouraged to use the knowledge sharing tools already being provided by MCB to document their knowledge. Thus this will not only help employees to back up each other but the supervisor can easily allocate job assignments to anybody in the team.

Improve technology support
The literature and the survey showed that that technology support is imperative for the success of FWA, mainly telework. This was also revealed from employees who have already adopted telework. Hence the CBS BU needs to ensure that employees are provided with the technology required for the success of telework. One of the main concerns is to ensure secure remote access due to sensitive data available at MCB. The CBS BU has already implemented the security token concept. But same can be enhanced by providing virtual PC. This will further ensure that employees have restricted access. Hence they will not be exposed to malware and viruses.

Once telework has been implemented, it is advisable to provide notebook PC to employees. They ca