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dc.contributor.authorLingard, Helenen_US
dc.contributor.authorBrown, Kerryen_US
dc.contributor.authorBradley, Lisaen_US
dc.contributor.authorBailey, Carolineen_US
dc.contributor.authorTownsend, Keithen_US
dc.date.accessioned2017-04-24T11:16:16Z
dc.date.available2017-04-24T11:16:16Z
dc.date.issued2007en_US
dc.date.modified2009-12-18T06:30:26Z
dc.identifier.issn07339364en_US
dc.identifier.doi10.1061/(ASCE)0733-9364(2007)133:10(807)en_AU
dc.identifier.urihttp://hdl.handle.net/10072/27729
dc.description.abstractWork-life conflict has a damaging effect on job satisfaction, organizational commitment, productivity turnover, and absenteeism. On an individual level, work-life conflict is associated with employee burnout, mental health issues, substance abuse, and diminished family functioning. Thus, work-life balance is an important issue to the construction industry, in terms of both organizational effectiveness and occupational health. Long and inflexible work hours are the most consistent predictor of work-life conflict among construction employees, particularly those working on-site or in a project office. There is considerable resistance to the adoption of new ways of scheduling work within the industry. This paper describes the post hoc evaluation of a compressed work week (reducing the length of the working week, but increasing the length of the working day) in a case study project alliance in Queensland, Australia. Quantitative and qualitative data are presented to demonstrate the beneficial impact of the initiative on employees' work-life balance. The evaluation provides prima facie evidence that alternative work schedules can improve construction employees' work-life balance, creating benefits for construction employees and organizations. The paper concludes that project alliances provide an ideal environment in which work-life balance initiatives can help to create high-performance work systems in the construction sector.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherAmerican Society of Civil Engineersen_US
dc.publisher.placeUnited Statesen_US
dc.publisher.urihttp://scitation.aip.org/cooen_AU
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom807en_US
dc.relation.ispartofpageto815en_US
dc.relation.ispartofissue10en_US
dc.relation.ispartofjournalJournal of Construction Engineering and Managementen_US
dc.relation.ispartofvolume133en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode350203en_US
dc.titleImproving Employees’ Work-Life Balance in the Construction Industry: Project Alliance Case Studyen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.date.issued2007
gro.hasfulltextNo Full Text


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