Work in the construction industry is particularly tough. It demands
excessively long hours and frequent weekend work. Other
characteristics are particularly marked, such as re-location, job
insecurity and distinctive behavioural patterns, which negatively
affect employees' personal lives further. Work-life balance has
emerged as one of the most pressing management issues in the 21st
century. For construction managers dealing with traditional models
of work and rigid work schedules, the issue may be especially
difficult to manage, and yet the work-life balance is now
recognised as an issue of strategic importance to the construction
industry. It is critical to the construction industry's continued
ability to attract and retain a talented workforce, and it is also
inextricably linked to organizational effectiveness and employees'
well-being. This book presents the argument for the management of
work-life balance in the construction industry. It maps the changes
to the workforce demographic profile and the changing expectations
relating to work and personal life that occurred during the second
half of the 20th century. Legal imperatives for managing work-life
balance are set out. It also presents work-life balance theory and
discusses the practical implications of research, along with
extensive empirical data collected from the industry. Lastly,
practical advice is provided about what construction organizations
can and should do to manage work-life balance. This provides a
unique guide to a key issue.
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