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Caldas, C H, Chou, C-C and O'Connor, J (2008) Negotiation-based decision support model for utility relocations in transportation infrastructure projects. Construction Management and Economics, 26(10), 90.
Clarke, L and Gribling, M (2008) Obstacles to diversity in construction: the example of Heathrow Terminal 5. Construction Management and Economics, 26(10), 65.
Harty, C (2008) Implementing innovation in construction: contexts, relative boundedness and actor-network theory. Construction Management and Economics, 26(10), 41.
Höök, M and Stehn, L (2008) Applicability of lean principles and practices in industrialized housing production. Construction Management and Economics, 26(10), 100.
Leiringer, R and Cardellino, P (2008) Tales of the expected: investigating the rhetorical strategies of innovation champions. Construction Management and Economics, 26(10), 54.
Lingard, H C, Townsend, K, Bradley, L and Brown, K (2008) Alternative work schedule interventions in the Australian construction industry: a comparative case study analysis. Construction Management and Economics, 26(10), 12.
- Type: Journal Article
- Keywords: work hours; alternative work schedules; work-life balance; labour market characteristics
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446190802389402
- Abstract:
Project-based construction workers in the Australian construction industry work long and irregular hours and experience higher levels of work-to-family conflict and burnout than office-based workers, giving rise to an interest in alternative work schedules as a means of supporting work–life balance. Alternative work schedules were implemented in four case study construction projects in Australia. Interventions differed between projects, with two implementing a compressed work week, and the others introducing reduced hours schedules (one of which was optional). Data were collected from each case study project, using various combinations of focus groups, surveys, interviews and daily diary collection methods. The results were mixed. The compressed work week appears to have been favourably received where it was introduced. However, waged workers still expressed concerns about the impact on their weekly ‘take-home’ pay. Attempts to reduce work hours by changing from a six- to a five-day schedule (without extending the length of the working day between Monday and Friday) were less favourably received. Waged workers, in particular, did not favour reduced hours schedules. The results confirm the existence of two distinct labour markets operating in the Australian construction industry and markedly different responses to alternative work schedules, based upon whether workers are waged or salaried. The results clearly show that attempts to improve work–life balance must take the structural characteristics of the industry's labour markets into consideration in the design of interventions. The impact of alternative work schedules is likely to be moderated by institutional working time regimes within the construction industry.
Marzouk, M, Madany, M, Abou-Zied, A and El-said, M (2008) Handling construction pollutions using multi-objective optimization. Construction Management and Economics, 26(10), 25.
Pan, W, Gibb, A G F and Sellars, A B (2008) Maintenance cost implications of utilizing bathroom modules manufactured offsite. Construction Management and Economics, 26(10), 77.
Zhang, X, Austin, S, Glass, J and Mills, G (2008) Toward collective organizational values: a case study in UK construction. Construction Management and Economics, 26(10), 28.