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    Talking the talk and walking the walk How managers can influence the quality of work-life balance in a construction project

    Access Status
    Fulltext not available
    Authors
    Bradley, L.
    Brown, Kerry
    Lingard, H.
    Townsend, K.
    Bailey, C.
    Date
    2010
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Bradley, L. and Brown, K. and Lingard, H. and Townsend, K. and Bailey, C. 2010. Talking the talk and walking the walk How managers can influence the quality of work-life balance in a construction project. International Journal of Managing Projects in Business. 3 (4): pp. 589-603.
    Source Title
    International Journal of Managing Projects in Business
    DOI
    10.1108/17538371011076064
    ISSN
    1753-8378
    URI
    http://hdl.handle.net/20.500.11937/39103
    Collection
    • Curtin Research Publications
    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 weremore 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.

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