2.50
Hdl Handle:
http://hdl.handle.net/2436/26767
Title:
Managers' work-life balance and health: the case of UK managers
Authors:
Worrall, Les; Cooper, Cary L.
Abstract:
The paper explores the effects of organisational change on UK managers' perceptions of their organisation and on their well-being. Cost reduction is the prime driver for change and has been implemented using delayering, redundancy, downsizing and off-shoring often supported by culture change programmes. These changes have resulted in work intensification, have not delivered productivity gains and have had a negative effect on managers' well-being. The effects of change were perceived differently by directors and other managers. Despite continuous cost reduction, productivity in the UK remains below that of European competitor nations. This calls into question the prevailing cost reduction ethos as a means of delivering increased productivity in the UK.
Citation:
European Journal of International Management, 1 (1/2): 129-145
Publisher:
Inderscience
Journal:
European J of International Management
Issue Date:
2007
URI:
http://hdl.handle.net/2436/26767
DOI:
10.1504/EJIM.2007.012921
Additional Links:
http://www.inderscience.com/search/index.php?action=record&rec_id=12921
Type:
Article
Language:
en
ISSN:
17516757; 17516765
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorWorrall, Les-
dc.contributor.authorCooper, Cary L.-
dc.date.accessioned2008-05-19T15:12:11Z-
dc.date.available2008-05-19T15:12:11Z-
dc.date.issued2007-
dc.identifier.citationEuropean Journal of International Management, 1 (1/2): 129-145en
dc.identifier.issn17516757-
dc.identifier.issn17516765-
dc.identifier.doi10.1504/EJIM.2007.012921-
dc.identifier.urihttp://hdl.handle.net/2436/26767-
dc.description.abstractThe paper explores the effects of organisational change on UK managers' perceptions of their organisation and on their well-being. Cost reduction is the prime driver for change and has been implemented using delayering, redundancy, downsizing and off-shoring often supported by culture change programmes. These changes have resulted in work intensification, have not delivered productivity gains and have had a negative effect on managers' well-being. The effects of change were perceived differently by directors and other managers. Despite continuous cost reduction, productivity in the UK remains below that of European competitor nations. This calls into question the prevailing cost reduction ethos as a means of delivering increased productivity in the UK.en
dc.language.isoenen
dc.publisherInderscienceen
dc.relation.urlhttp://www.inderscience.com/search/index.php?action=record&rec_id=12921en
dc.subjectWork intensificationen
dc.subjectCost reductionen
dc.subjectOrganisational changeen
dc.subjectFinancialisationen
dc.subjectWork-life balanceen
dc.subjectHealthen
dc.subjectWell-beingen
dc.subjectManagersen
dc.subjectUKen
dc.subjectInternational managementen
dc.subjectDelayeringen
dc.subjectRedundancyen
dc.subjectDownsizingen
dc.subjectOffshoringen
dc.subjectCultural changeen
dc.subjectOrganisational cultureen
dc.subjectProductivityen
dc.titleManagers' work-life balance and health: the case of UK managersen
dc.typeArticleen
dc.identifier.journalEuropean J of International Managementen
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