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.
| Original language | English |
|---|---|
| Pages (from-to) | 1976-1995 |
| Number of pages | 20 |
| Journal | International Journal of Human Resource Management |
| Volume | 21 |
| Issue number | 11 |
| DOIs | |
| Publication status | Published - 1 Jan 2010 |
Keywords
- high performance workplaces
- motivation
- work incentives
- work-life balance