Show simple item record

dc.contributor.authorTownsend, Keithen_US
dc.contributor.authorLingard, Helenen_US
dc.contributor.authorBradley, Lisaen_US
dc.contributor.authorBrown, Kerryen_US
dc.date.accessioned2017-04-24T08:57:39Z
dc.date.available2017-04-24T08:57:39Z
dc.date.issued2011en_US
dc.date.modified2012-06-04T23:05:55Z
dc.identifier.issn0048-3486en_US
dc.identifier.doi10.1108/00483481111095528en_US
dc.identifier.urihttp://hdl.handle.net/10072/45490
dc.description.abstractAbstract Purpose - The purpose of this paper is to provide a labour process theory interpretation of four case studies within the Australian construction industry. In each case study a working time intervention (a shift to a five-day working week from the industry standard six days) was implemented as an attempt to improve the work-life balance of employees. Design/methodology/approach - This paper was based on four case studies with mixed methods. Each case study has a variety of data collection methods which include questionnaires, short and long interviews, and focus groups. Findings - It was found that the complex mix of wage- and salary-earning staff within the construction industry, along with labour market pressures, means that changing to a five-day working week is quite a radical notion within the industry. However, there are some organisations willing to explore opportunities for change with mixed experiences. Practical implications - The practical implications of this research include understanding the complexity within the Australian construction industry, based around hours of work and pay systems. Decision-makers within the construction industry must recognize a range of competing pressures that mean that "preferred" managerial styles might not be appropriate. Originality/value - This paper shows that construction firms must take an active approach to reducing the culture of long working hours. This can only be achieved by addressing issues of project timelines and budgets and assuring that take-home pay is not reliant on long hours of overtime.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.languageEnglishen_US
dc.publisherEmerald Group Publishing Ltden_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_US
dc.relation.ispartofpagefrom70en_US
dc.relation.ispartofpageto86en_US
dc.relation.ispartofissue1en_US
dc.relation.ispartofjournalPersonnel Reviewen_US
dc.relation.ispartofvolume40en_US
dc.rights.retentionYen_US
dc.subject.fieldofresearchIndustrial Relationsen_US
dc.subject.fieldofresearchcode150306en_US
dc.titleWorking time alterations within the Australian construction industryen_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.issued2011
gro.hasfulltextNo Full Text


Files in this item

FilesSizeFormatView

There are no files associated with this item.

This item appears in the following Collection(s)

  • Journal articles
    Contains articles published by Griffith authors in scholarly journals.

Show simple item record