Work-Life Balance
The long contact hours in the office can affect work-life balance. Work-life imbalanced as an employee can result in team incoherent and ultimately lead to project failure. The project-based work is dynamic and often the pace of work is rapid. In design and construction industry, workers are reported to face intense involvement in work, high intense work can built ups and often result in burnout (Lingard et al., 2010). Lingard finds that workers are having difficulties to engage with their social activities outside of work. Workers are almost constantly to be expected to work into the non-standard hours; this will impact on their ability to balance work and personal lives. Furthermore, long working hours are linked to poor health, strained family relationships and ineffective parenting (Shepanski and Diamond, 2007).
Figure 2.2.1 A relationship graphic shows work-family role pressure incompatibility (Greenhaus and Beutell, 1985)
Best manage work-life balance in a high intense work environment
Time adequacy
· Extent to which an employee feels that they have enough time to complete various activates in their life.
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Flexibility
· Extents to which an employee can arrange their own work hours to meet their various responsibilities.
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Supervisor support
· Employee’s perception that their supervisor supports them at work as well as accommodating their family/ home responsibilities.
· Immediate manager is ‘the gate keeper’ – allowing access (or not) to strategies which assist with work-life integration |
Work–schedule fit
· Workers perception that their work schedule provides a good ‘fit’ with the requirements of their family and non-work life.
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Work-schedule control
· Refers to the level of control workers have over their hours and location of work.
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in reference of: O'Connor, Week 5 Lecture