Cookies?
Library Header Image
LSE Research Online LSE Library Services

"High-performance" management practices, working hours and work-life balance

White, Michael and Hill, Stephen and McGovern, Patrick and Mills, Colin and Smeaton, Deborah (2003) "High-performance" management practices, working hours and work-life balance. British Journal of Industrial Relations, 41 (2). pp. 175-195. ISSN 0007-1080

Full text not available from this repository.
Identification Number: 10.1111/1467-8543.00268

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.

Item Type: Article
Official URL: http://www.blackwellpublishing.com/journal.asp?ref...
Additional Information: © Blackwell Publishing Ltd/London School of Economics 2003
Subjects: H Social Sciences > HD Industries. Land use. Labor
Sets: Departments > Sociology
Date Deposited: 09 Oct 2008 13:37
Last Modified: 15 Aug 2012 09:06
URI: http://eprints.lse.ac.uk/id/eprint/17530

Actions (login required)

View Item View Item