Talking the talk and walking the walk : how managers can influence the quality of work-life balance in a construction project
Data(s) |
2010
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Resumo |
Purpose – The construction industry in Australia is characterised by a long work-hours culture, with conditions that make it difficult for staff to balance their work and non-work lives. The objective of this paper is to measure the success of a work-place intervention designed to improve work-life balance (WLB) in an alliance project in the construction industry, and the role the project manager plays in this success. Design/methodology/approach – The paper focuses on an alliance case study. Interviews were conducted at two points in time, several months apart, after the interventions were implemented. Findings – Results showed that staff on the whole were more satisfied with their work experience after the interventions, and indicated the important role that managers' attitudes and behaviours played. Originality/value – Managerial support for work-life initiatives is a critical element in achieving WLB and satisfaction with working arrangements. The fact that the manager “talked the talk and walked the walk” was a major contributing success factor, which has not previously been demonstrated. |
Identificador | |
Publicador |
Emerald Group Publishing Ltd. |
Relação |
DOI:10.1108/17538371011076064 Bradley, Lisa M., Brown, Kerry A., Lingard, Helen C., Townsend, Keith J., & Bailey, Caroline (2010) Talking the talk and walking the walk : how managers can influence the quality of work-life balance in a construction project. International Journal of Managing Projects in Business, 3(4), pp. 589-603. |
Fonte |
QUT Business School; School of Management |
Palavras-Chave | #150305 Human Resources Management #Australia #Construction Industry #Hours of Work #Job Satisfaction #Project Management |
Tipo |
Journal Article |