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dc.contributor.authorAllan, Cameronen_US
dc.contributor.authorLoudoun, Rebeccaen_US
dc.contributor.authorPeetz, Daviden_US
dc.date.accessioned2017-04-24T11:27:17Z
dc.date.available2017-04-24T11:27:17Z
dc.date.issued2007en_US
dc.date.modified2009-10-23T05:22:46Z
dc.identifier.issn14407833en_US
dc.identifier.doi10.1177/1440783307080104en_AU
dc.identifier.urihttp://hdl.handle.net/10072/25240
dc.description.abstractWork/non-work conflict is important because it tells us about the well-being of individuals and more generally of a particular workplace or organization. Important progress has been made in research literature on the importance of structural policies designed to assist workers to meet competing demands to be at work and at home. More information is needed into organizational influences on the emotional aspects of work/non-work conflict. Based on a survey of over 900 employees, we use factor, correlation and multiple regression analyses to find that exacerbation in work/non-work conflict is a result of high workload pressure, long working hours, unsupportive management and weak employee control, especially control over workload and when employees can take time off.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusNoen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherSage Publicationsen_US
dc.publisher.placeLondon, UKen_US
dc.publisher.urihttp://jos.sagepub.com/en_AU
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom219en_US
dc.relation.ispartofpageto239en_US
dc.relation.ispartofissue3en_US
dc.relation.ispartofjournalJournal of Sociologyen_US
dc.relation.ispartofvolume43en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode350203en_US
dc.titleInfluences on work/non-work conflicten_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resourcesen_US
gro.date.issued2007
gro.hasfulltextNo Full Text


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