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

White, Michael, Hill, Stephen, McGovern, Patrick ORCID: 0000-0003-3984-2080, 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

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Identification Number: 10.1111/1467-8543.00268


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:
Additional Information: © Blackwell Publishing Ltd/London School of Economics 2003
Divisions: Sociology
Subjects: H Social Sciences > HD Industries. Land use. Labor
Date Deposited: 09 Oct 2008 13:37
Last Modified: 20 Oct 2021 00:41

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