The DOI matches its Crossref record; 2 of the 2 references it cites were found in a registry or an index.
‘High‐performance’ Management Practices, Working Hours and Work–Life Balance
Open accessAbstract
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.
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HUSELID, M. A. (1995) · Academy of Management Journal · doi:10.2307/256741 · Cited by 9,342
Tightening the Iron Cage: Concertive Control in Self-Managing Teams
Barker, J. R. (1993) · Administrative Science Quarterly · doi:10.2307/2393374 · Cited by 2,305
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Metadata
- Authors
- White, M., Hill, S., McGovern, P., Mills, C., & Smeaton, D.
- Venue
- British Journal of Industrial Relations
- Publisher
- Wiley
- Published
- 2003-06
- Volume
- 41
- Issue
- 2
- Pages
- 175-195
- ISSN
- 0007-1080 (ISSN-L)
- 1467-8543
- OpenAlex
- W2081119612
- Cited by
- 578
- References
- 2
- FWCI
- 43.69
- Type
- journal article
- Language
- en
- Open access
- bronze
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