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Work–life balance: promises made and promises kept

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Work–life balance: promises made and promises kept. / Heywood, John; Siebert, W. S.; Wei, Xiangdong.
In: The International Journal of Human Resource Management, Vol. 21, No. 11, 09.2010, p. 1976-1995.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Heywood, J, Siebert, WS & Wei, X 2010, 'Work–life balance: promises made and promises kept', The International Journal of Human Resource Management, vol. 21, no. 11, pp. 1976-1995. https://doi.org/10.1080/09585192.2010.505098

APA

Heywood, J., Siebert, W. S., & Wei, X. (2010). Work–life balance: promises made and promises kept. The International Journal of Human Resource Management, 21(11), 1976-1995. https://doi.org/10.1080/09585192.2010.505098

Vancouver

Heywood J, Siebert WS, Wei X. Work–life balance: promises made and promises kept. The International Journal of Human Resource Management. 2010 Sept;21(11):1976-1995. doi: 10.1080/09585192.2010.505098

Author

Heywood, John ; Siebert, W. S. ; Wei, Xiangdong. / Work–life balance : promises made and promises kept. In: The International Journal of Human Resource Management. 2010 ; Vol. 21, No. 11. pp. 1976-1995.

Bibtex

@article{7f230744ce08400091f937a1fa5db1ca,
title = "Work–life balance: promises made and promises kept",
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.",
keywords = "high performance workplaces , motivation , work–life balance , work incentives",
author = "John Heywood and Siebert, {W. S.} and Xiangdong Wei",
year = "2010",
month = sep,
doi = "10.1080/09585192.2010.505098",
language = "English",
volume = "21",
pages = "1976--1995",
journal = "The International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "11",

}

RIS

TY - JOUR

T1 - Work–life balance

T2 - promises made and promises kept

AU - Heywood, John

AU - Siebert, W. S.

AU - Wei, Xiangdong

PY - 2010/9

Y1 - 2010/9

N2 - 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.

AB - 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.

KW - high performance workplaces

KW - motivation

KW - work–life balance

KW - work incentives

U2 - 10.1080/09585192.2010.505098

DO - 10.1080/09585192.2010.505098

M3 - Journal article

VL - 21

SP - 1976

EP - 1995

JO - The International Journal of Human Resource Management

JF - The International Journal of Human Resource Management

SN - 0958-5192

IS - 11

ER -