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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): 129-145
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.
dc.language.isoen
dc.publisherInderscience
dc.relation.urlhttp://www.inderscience.com/search/index.php?action=record&rec_id=12921
dc.subjectWork intensification
dc.subjectCost reduction
dc.subjectOrganisational change
dc.subjectFinancialisation
dc.subjectWork-life balance
dc.subjectHealth
dc.subjectWell-being
dc.subjectManagers
dc.subjectUK
dc.subjectInternational management
dc.subjectDelayering
dc.subjectRedundancy
dc.subjectDownsizing
dc.subjectOffshoring
dc.subjectCultural change
dc.subjectOrganisational culture
dc.subjectProductivity
dc.titleManagers' work-life balance and health: the case of UK managers
dc.typeJournal article
dc.identifier.journalEuropean J of International Management
html.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.


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