Online from: 2008
Subject Area: Management Science/Management Studies
|Title:||Talking the talk and walking the walk: How managers can influence the quality of work-life balance in a construction project|
|Author(s):||Lisa Bradley, (School of Management, Queensland University of Technology, Brisbane, Australia), Kerry Brown, (School of Tourism and Hospitality Management, Southern Cross University, Tweed Gold Coast, Australia), Helen Lingard, (School of Property, Construction and Project Management, RMIT, Melbourne, Australia), Keith Townsend, (Centre for Work, Organisation and Wellbeing, Department of Employment Relations and Human Resources, Griffith Business School, Griffith University, Nathan, Australia), Caroline Bailey, (School of Management, Queensland University of Technology, Brisbane, Australia)|
|Citation:||Lisa Bradley, Kerry Brown, Helen Lingard, Keith Townsend, Caroline Bailey, (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, Vol. 3 Iss: 4, pp.589 - 603|
|Keywords:||Australia, Construction industry, Hours of work, Job satisfaction, Project management, Quality of life|
|Article type:||Research paper|
|DOI:||10.1108/17538371011076064 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||This paper was supported by ARC Linkage Grant LP0560581 and the Construction Industry Institute of Australia.|
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 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.
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