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dc.contributor.authorBradley, L
dc.contributor.authorBrown, K
dc.contributor.authorLingard, H
dc.contributor.authorTownsend, K
dc.contributor.authorBailey, C
dc.contributor.editorDerek Walker
dc.date.accessioned2017-05-03T14:02:14Z
dc.date.available2017-05-03T14:02:14Z
dc.date.issued2010
dc.date.modified2011-03-10T08:11:50Z
dc.identifier.issn1753-8378
dc.identifier.doi10.1108/17538371011076064
dc.identifier.urihttp://hdl.handle.net/10072/37133
dc.description.abstractPurpose - 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.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherEmerald
dc.publisher.placeUnited Kingdom
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom589
dc.relation.ispartofpageto603
dc.relation.ispartofissue4
dc.relation.ispartofjournalInternational Journal of Managing Projects in Business
dc.relation.ispartofvolume3
dc.rights.retentionY
dc.subject.fieldofresearchBuilt environment and design
dc.subject.fieldofresearchCommerce, management, tourism and services
dc.subject.fieldofresearchIndustrial and employee relations
dc.subject.fieldofresearchcode33
dc.subject.fieldofresearchcode35
dc.subject.fieldofresearchcode350504
dc.titleTalking the talk and walking the walk: How managers can influence the quality of work-life balance in a construction project
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.date.issued2010
gro.hasfulltextNo Full Text
gro.griffith.authorTownsend, Keith J.


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