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‘High‐performance’ Management Practices, Working Hours and Work–Life Balance

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Listed:
  • Michael White
  • Stephen Hill
  • Patrick McGovern
  • Colin Mills
  • 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.

Suggested Citation

  • Michael White & Stephen Hill & Patrick McGovern & Colin Mills & Deborah Smeaton, 2003. "‘High‐performance’ Management Practices, Working Hours and Work–Life Balance," British Journal of Industrial Relations, London School of Economics, vol. 41(2), pages 175-195, June.
    • Handle: RePEc:bla:brjirl:v:41:y:2003:i:2:p:175-195
    DOI: 10.1111/1467-8543.00268
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    References listed on IDEAS

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    1. Gallie, Duncan & White, Michael & Cheng, Yuan & Tomlinson, Mark, 1998. "Restructuring the Employment Relationship," OUP Catalogue, Oxford University Press, number 9780198294412.
    2. Gershuny, Jonathan, 2000. "Changing Times: Work and Leisure in Postindustrial Society," OUP Catalogue, Oxford University Press, number 9780198287872.
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