Managing reductions in working hours: a study of work-time and leisure preferences in UK industry
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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