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

By Michael White, Stephen Hill, Patrick McGovern, Colin Mills and Deborah Smeaton

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

Topics: HD Industries. Land use. Labor
Publisher: Blackwell Publishing in conjunction with the London School of Economics & Political Science
Year: 2003
DOI identifier: 10.1111/1467-8543.00268
OAI identifier: oai:eprints.lse.ac.uk:17530
Provided by: LSE Research Online
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