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

‘High‐performance’ Management Practices, Working Hours and Work–Life Balance 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png British Journal of Industrial Relations Wiley

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

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Publisher
Wiley
Copyright
Copyright © 2003 Wiley Subscription Services
ISSN
0007-1080
eISSN
1467-8543
DOI
10.1111/1467-8543.00268
Publisher site
See Article on Publisher Site

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.

Journal

British Journal of Industrial RelationsWiley

Published: Jan 1, 2003

References

  • Fairness at Work
  • The Constant Flux: A Study of Class Mobility in Industrial Societies
    Erickson, R.; Goldthorpe, J. H.
  • High‐performance and the transformation of work? The implications of alternative work practices for the experience and outcomes of work
    Godard, J.
  • The Time Bind: When Work Becomes Home and Home Becomes Work
    Hochschild, A.
  • The impact of human resource management practices on turnover, productivity, and corporate financial performance
    Huselid, M. A.

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