Work

‘High‐performance’ Management Practices, Working Hours and Work–Life Balance

Year: 2003

Type: article

Abstract: The effects of selected high‐performance practices and working hours on work–life balance are analysed with data from national surveys of British employees in 1992 and 2000. Alongside long hours, which are a constant source of negative job‐to‐home spillover, certain ‘high‐performance’ practices have become more strongly related to negative spillover during this period. Surprisingly, dual‐earner couples are not especially liable to spillover — if anything, less so than single‐earner couples. Additionally, the presence of young children has become less important over time. Overall, the results suggest a conflict between high‐performance practices and work‐life balance policies.

Source: British Journal of Industrial Relations

DOI: 10.1111/1467-8543.00268

Authors: Michael White, Stephen Hill, Patrick McGovern, Colin Mills, Deborah Smeaton

Institutions: University of Westminster, University of London, Royal Holloway University of London, London School of Economics and Political Science, University of Oxford

Language: English

Topic: Work-Family Balance Challenges

Subfield: Sociology and Political Science

Field: Social Sciences

Domain: Social Sciences

SDG: Decent work and economic growth

Open Access status: bronze

Funder: Economic and Social Research Council