Managing reductions in working hours: a study of work-time and leisure preferences in UK industry
AbstractThis paper is predicated on the view that reductions in work-time are generally desirable. We analyse historical trends in working-hours, the organisation of production, and theories of power and authority in firms and other organisations. Then we consider this in relation to patterns of work in the UK, demonstrating empirically that managers are more wedded to a ‘long-hours’ culture than are other employees. We theorise that this is because managers’ roles align their attitudes with those desired by the firm or organisation and conclude that, as a consequence, the “voluntary” nature of work-time regulation should be revisited.
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
Bibliographic InfoPaper provided by Nottingham Trent University, Nottingham Business School, Economics Division in its series Working Papers with number 2008/5.
Date of creation: Jun 2008
Date of revision:
Contact details of provider:
Web page: http://www.ntu.ac.uk/nbs
Working hours; Hierarchy; Power; Preferences;
Find related papers by JEL classification:
- J08 - Labor and Demographic Economics - - General - - - Labor Economics Policies
- J22 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Time Allocation and Labor Supply
- J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
This paper has been announced in the following NEP Reports:
- NEP-ALL-2008-09-29 (All new papers)
- NEP-BEC-2008-09-29 (Business Economics)
- NEP-LAB-2008-09-29 (Labour Economics)
You can help add them by filling out this form.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Simeon Coleman).
If references are entirely missing, you can add them using this form.