This 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.
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Paper provided by Nottingham Trent University, Nottingham Business School, Economics Division in its series Working Papers with number
2008/5.
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