‘High‐performance’ Management Practices, Working Hours and Work–Life Balance
- 18 June 2003
- journal article
- Published by Wiley in British Journal of Industrial Relations
- Vol. 41 (2), 175-195
- https://doi.org/10.1111/1467-8543.00268
Abstract
No abstract availableKeywords
This publication has 24 references indexed in Scilit:
- Understanding the Time-Squeeze: Married Couples' Preferred and Actual Work-Hour StrategiesAmerican Behavioral Scientist, 2001
- Understanding the Time-SqueezeAmerican Behavioral Scientist, 2001
- Family-friendly management: testing the various perspectivesNational Institute Economic Review, 1999
- TEAMWORKING AND LABOUR REGULATION IN THE AUTOCOMPONENTS INDUSTRYWork, Employment & Society, 1998
- Teamworking and Labour Regulation in the Autocomponents IndustryWork, Employment & Society, 1998
- High Commitment Management in the U.K.: Evidence from the Workplace Industrial Relations Survey, and Employers' Manpower and Skills Practices SurveyHuman Relations, 1998
- The Time BindWorkingUSA, 1997
- High Commitment Management and Payment SystemsJournal of Management Studies, 1996
- Assessing the Time‐Squeeze Hypothesis: Hours Worked in the United States, 1969–89Industrial Relations: A Journal of Economy and Society, 1994
- Quota Restriction and Goldbricking in a Machine ShopAmerican Journal of Sociology, 1952