Work-life balance : promises made and promises kept
Document Type
Journal article
Source Publication
International Journal of Human Resource Management
Publication Date
9-1-2010
Volume
21
Issue
11
First Page
1976
Last Page
1995
Publisher
Routledge
Keywords
high performance workplaces, motivation, work–life balance, work incentives
Abstract
We present evidence on the association between the management practices conventionally identified with high performance workplaces (HPWs) and measures of work–life balance. Our framework identifies those practices associated with workers reporting that their employer makes work–life balance commitments, and separately identifies those practices associated with workers reporting that their employer keeps the commitments they make. Our results do not support a role for HPWs in either the making or the keeping of work–life balance commitments. Rather, they suggest that where workers are interdependent – as in team production – the resulting inflexibility of time scheduling drives down work–life balance commitments.
DOI
10.1080/09585192.2010.505098
Print ISSN
09585192
E-ISSN
14664399
Publisher Statement
Copyright © 2010 Taylor & Francis
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Heywood, J. S., Siebert, W. S., & Wei, X. (2010). Work-life balance: Promises made and promises kept. International Journal of Human Resource Management, 21(11), 1976-1995. doi: 10.1080/09585192.2010.505098