Title

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

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

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Full-text Version

Publisher’s Version

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