'High-performance' Management Practices, Working Hours and Work-Life Balance

By M. White, S. Hill, Patrick McGovern, Colin Mills, D. Smeaton. 2003

629 citations recorded by the source corpus.

Subfields: Demography, General Health Professions, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7a024df87faa8fedf5b450f52b2d78c8b01d1bd2

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In Demography

In General Health Professions

In Sociology and Political Science

Citations in the corpus

Autonomy in Paid Work and Employee Subjective Well-Being (2017, background): “Lengthy hours of work, meanwhile, remain evident in many advanced economies, especially among salaried employees (Messenger, 2011, p. 302), in part as long hours remain equated with commitment in the eyes of many senior managers (White et al., 2003).”
Editorial: work-life balance: a matter of choice? (2009, background): “In the UK, although ‘high-performance’ management is found to be associated with the formal presence of work–life balance policies (Dex and Smith, 2002), there has been concern about the negative impact of such practices on the work–life balance of individuals, particularly men (White et al., 2003).”
Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case (2011, neutral): “Such an analysis is important, given that some authors (e.g. Fleetwood 2007; White et al. 2003) have argued that employee-friendly work practices disguise employer-friendly practices that rarely benefit the individual.”
The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007, background): “The potential for management practices associated with work–life balance programmes, to moderate any work 558 The International Journal of Human Resource Management intensification effects arising from the implementation of HPWS practices, is also worthy of further study (White et al., 2003).”
The performance effects of coaching: a multilevel analysis using hierarchical linear modeling (2009, background): “Further, the process of feedback-giving typically occurs at both individual and team levels of the organizational structure (Sully de Luque and Sommer 2000) but extant research has not investigated the impact of developmental coaching from a multi-level perspective.”