dc.contributor.author | Bradley, L | |
dc.contributor.author | Brown, K | |
dc.contributor.author | Lingard, H | |
dc.contributor.author | Townsend, K | |
dc.contributor.author | Bailey, C | |
dc.contributor.editor | Derek Walker | |
dc.date.accessioned | 2017-05-03T14:02:14Z | |
dc.date.available | 2017-05-03T14:02:14Z | |
dc.date.issued | 2010 | |
dc.date.modified | 2011-03-10T08:11:50Z | |
dc.identifier.issn | 1753-8378 | |
dc.identifier.doi | 10.1108/17538371011076064 | |
dc.identifier.uri | http://hdl.handle.net/10072/37133 | |
dc.description.abstract | 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. | |
dc.description.peerreviewed | Yes | |
dc.description.publicationstatus | Yes | |
dc.language | English | |
dc.language.iso | eng | |
dc.publisher | Emerald | |
dc.publisher.place | United Kingdom | |
dc.relation.ispartofstudentpublication | N | |
dc.relation.ispartofpagefrom | 589 | |
dc.relation.ispartofpageto | 603 | |
dc.relation.ispartofissue | 4 | |
dc.relation.ispartofjournal | International Journal of Managing Projects in Business | |
dc.relation.ispartofvolume | 3 | |
dc.rights.retention | Y | |
dc.subject.fieldofresearch | Built environment and design | |
dc.subject.fieldofresearch | Commerce, management, tourism and services | |
dc.subject.fieldofresearch | Industrial and employee relations | |
dc.subject.fieldofresearchcode | 33 | |
dc.subject.fieldofresearchcode | 35 | |
dc.subject.fieldofresearchcode | 350504 | |
dc.title | Talking the talk and walking the walk: How managers can influence the quality of work-life balance in a construction project | |
dc.type | Journal article | |
dc.type.description | C1 - Articles | |
dc.type.code | C - Journal Articles | |
gro.date.issued | 2010 | |
gro.hasfulltext | No Full Text | |
gro.griffith.author | Townsend, Keith J. | |