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'High-performance' Management Practices, Working Hours and Work-Life Balance

  • Michael White
  • Stephen Hill
  • Patrick McGovern
  • Colin Mills
  • Deborah Smeaton
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    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. Copyright Blackwell Publishing Ltd/London School of Economics 2003..

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    Article provided by London School of Economics in its journal British Journal of Industrial Relations.

    Volume (Year): 41 (2003)
    Issue (Month): 2 (06)
    Pages: 175-195

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    Handle: RePEc:bla:brjirl:v:41:y:2003:i:2:p:175-195
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