The Experts below are selected from a list of 20121 Experts worldwide ranked by ideXlab platform
Beverly Taylor - One of the best experts on this subject based on the ideXlab platform.
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A business case for Work-Life Balance in retail management.
2018Co-Authors: Caro Brown, Beverly TaylorAbstract:Retail is one of New Zealand’s largest sectors, employing close to 200,000 people full-time, but with changes in competition and growth in the industry, the expectations of retail managers are increasing, along with their workload. This research looks at why Work-Life Balance is unattainable for some retail managers. Looking wholly at the retail industry, not one specific organisation, the research aims to show the impacts on performance when Work-Life Balance is not achieved and to provide strategies for businesses that encourage Work-Life Balance in retail managers. Using both secondary and experiential research, this study highlights how poor Work-Life Balance is directly linked to poor performance and what it is costing businesses that have no Work-Life Balance initiatives in place. Provisional results show that work arrangements and lack of training are key reasons for Work-Life Balance being difficult to maintain in retail management roles. The researcher shares two recommendations that will improve retail managers’ Work-Life Balance; re-evaluating work arrangements to use rotational rostering and companies investing in the development of managers, through specific training available in New Zealand.
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A review of work life Balance
2018Co-Authors: Caro Brown, Beverly TaylorAbstract:Work life Balance is often unattainable for some retail store managers. The focus of this research is on large organisations that operate chain-stores in shopping malls throughout New Zealand, because smaller retail businesses have a different culture to larger chains and are often owner-operated. This proposal has developed two key questions. This research aims to answer; what are the impacts on performance, when a manager does not have work/life Balance and what strategies could be used to support managers to have a work/life Balance? Literature will be reviewed and discussed to answer these research questions.
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Work Life Balance in the Accounting Industry
2017Co-Authors: Katie Jones, Beverly TaylorAbstract:Researcg has revealed the boundaries between work and private lives are becoming increasingly blurred. This is largely due to the continuing evolution of technology, which has been confirmed by this research. The purpose of this research is to investigate what a healthy work life Balance is and why conflicts can arise, along with strategies that both the employer and employee can implement to assist in creating a health work life Balance. Research was conducted with senior employees at a Waikato based accounting practice to explore their work life Balance satisfaction, strategies used to overcome issues which specificially include technology, and whether they believe changes over time have affected their work life Balance.
Nicholas Bloom - One of the best experts on this subject based on the ideXlab platform.
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Work-Life Balance, Management Practices and Productivity
2009Co-Authors: Nicholas Bloom, Tobias Kretschmer, John Van ReenanAbstract:Do “Anglo-Saxon” management practices generate higher productivity only at the expense of lousy Work-Life Balance (WLB) for workers? Many critics of “neo-liberalisme sauvage” have argued that increased competition from globalisation is damaging employees’ quality of life. Others have argued the opposite that improving Work-Life Balance is actually a competitive tool that companies can use to raise productivity. We try to shed some empirical light on these issues using an innovative survey tool to collect new data on management and Work-Life Balance practices from 732 medium sized manufacturing firms in the US, France, Germany and the UK. First, we show that our measure of Work-Life Balance is a useful summary of a range of policies in the firm – family-friendly policies, flexible working, shorter hours, more holidays, subsidised childcare, etc. We show that this worklife Balance measure is significantly associated with better management. Firms in environments that are more competitive and/or who are more productive, however, do not have significantly worse Work-Life Balance for their workers. These findings are inconsistent with the view that competition, globalisation and “Anglo-Saxon” management practices are intrinsically bad for the Work-Life Balance of workers. On the other hand, neither are these findings supportive of the optimistic “winwin” view that Work-Life Balance improves productivity in its own right. Rather we find support for a “hybrid” theory that Work-Life Balance is a choice for managers that is compatible with low or high productivity.(This abstract was borrowed from another version of this item.)
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Work-Life Balance, Management Practices and Productivity
LSE Research Online Documents on Economics, 2006Co-Authors: Nicholas Bloom, Tobias Kretschmer, John Van ReenenAbstract:Do “Anglo-Saxon” management practices generate higher productivity only at the expense of lousy Work-Life Balance (WLB) for workers? Many critics of “neo-liberalisme sauvage” have argued that increased competition from globalisation is damaging employees’ quality of life. Others have argued the opposite that improving Work-Life Balance is actually a competitive tool that companies can use to raise productivity. We try to shed some empirical light on these issues using an innovative survey tool to collect new data on management and Work-Life Balance practices from 732 medium sized manufacturing firms in the US, France, Germany and the UK. First, we show that our measure of Work-Life Balance is a useful summary of a range of policies in the firm – family-friendly policies, flexible working, shorter hours, more holidays, subsidised childcare, etc. We show that this worklife Balance measure is significantly associated with better management. Firms in environments that are more competitive and/or who are more productive, however, do not have significantly worse Work-Life Balance for their workers. These findings are inconsistent with the view that competition, globalisation and “Anglo-Saxon” management practices are intrinsically bad for the Work-Life Balance of workers. On the other hand, neither are these findings supportive of the optimistic “winwin” view that Work-Life Balance improves productivity in its own right. Rather we find support for a “hybrid” theory that Work-Life Balance is a choice for managers that is compatible with low or high productivity.
John Van Reenen - One of the best experts on this subject based on the ideXlab platform.
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Work-Life Balance, Management Practices and Productivity
LSE Research Online Documents on Economics, 2006Co-Authors: Nicholas Bloom, Tobias Kretschmer, John Van ReenenAbstract:Do “Anglo-Saxon” management practices generate higher productivity only at the expense of lousy Work-Life Balance (WLB) for workers? Many critics of “neo-liberalisme sauvage” have argued that increased competition from globalisation is damaging employees’ quality of life. Others have argued the opposite that improving Work-Life Balance is actually a competitive tool that companies can use to raise productivity. We try to shed some empirical light on these issues using an innovative survey tool to collect new data on management and Work-Life Balance practices from 732 medium sized manufacturing firms in the US, France, Germany and the UK. First, we show that our measure of Work-Life Balance is a useful summary of a range of policies in the firm – family-friendly policies, flexible working, shorter hours, more holidays, subsidised childcare, etc. We show that this worklife Balance measure is significantly associated with better management. Firms in environments that are more competitive and/or who are more productive, however, do not have significantly worse Work-Life Balance for their workers. These findings are inconsistent with the view that competition, globalisation and “Anglo-Saxon” management practices are intrinsically bad for the Work-Life Balance of workers. On the other hand, neither are these findings supportive of the optimistic “winwin” view that Work-Life Balance improves productivity in its own right. Rather we find support for a “hybrid” theory that Work-Life Balance is a choice for managers that is compatible with low or high productivity.
John Van Reenan - One of the best experts on this subject based on the ideXlab platform.
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Work-Life Balance, Management Practices and Productivity
2009Co-Authors: Nicholas Bloom, Tobias Kretschmer, John Van ReenanAbstract:Do “Anglo-Saxon” management practices generate higher productivity only at the expense of lousy Work-Life Balance (WLB) for workers? Many critics of “neo-liberalisme sauvage” have argued that increased competition from globalisation is damaging employees’ quality of life. Others have argued the opposite that improving Work-Life Balance is actually a competitive tool that companies can use to raise productivity. We try to shed some empirical light on these issues using an innovative survey tool to collect new data on management and Work-Life Balance practices from 732 medium sized manufacturing firms in the US, France, Germany and the UK. First, we show that our measure of Work-Life Balance is a useful summary of a range of policies in the firm – family-friendly policies, flexible working, shorter hours, more holidays, subsidised childcare, etc. We show that this worklife Balance measure is significantly associated with better management. Firms in environments that are more competitive and/or who are more productive, however, do not have significantly worse Work-Life Balance for their workers. These findings are inconsistent with the view that competition, globalisation and “Anglo-Saxon” management practices are intrinsically bad for the Work-Life Balance of workers. On the other hand, neither are these findings supportive of the optimistic “winwin” view that Work-Life Balance improves productivity in its own right. Rather we find support for a “hybrid” theory that Work-Life Balance is a choice for managers that is compatible with low or high productivity.(This abstract was borrowed from another version of this item.)
Tobias Kretschmer - One of the best experts on this subject based on the ideXlab platform.
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Work-Life Balance, Management Practices and Productivity
2009Co-Authors: Nicholas Bloom, Tobias Kretschmer, John Van ReenanAbstract:Do “Anglo-Saxon” management practices generate higher productivity only at the expense of lousy Work-Life Balance (WLB) for workers? Many critics of “neo-liberalisme sauvage” have argued that increased competition from globalisation is damaging employees’ quality of life. Others have argued the opposite that improving Work-Life Balance is actually a competitive tool that companies can use to raise productivity. We try to shed some empirical light on these issues using an innovative survey tool to collect new data on management and Work-Life Balance practices from 732 medium sized manufacturing firms in the US, France, Germany and the UK. First, we show that our measure of Work-Life Balance is a useful summary of a range of policies in the firm – family-friendly policies, flexible working, shorter hours, more holidays, subsidised childcare, etc. We show that this worklife Balance measure is significantly associated with better management. Firms in environments that are more competitive and/or who are more productive, however, do not have significantly worse Work-Life Balance for their workers. These findings are inconsistent with the view that competition, globalisation and “Anglo-Saxon” management practices are intrinsically bad for the Work-Life Balance of workers. On the other hand, neither are these findings supportive of the optimistic “winwin” view that Work-Life Balance improves productivity in its own right. Rather we find support for a “hybrid” theory that Work-Life Balance is a choice for managers that is compatible with low or high productivity.(This abstract was borrowed from another version of this item.)
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Work-Life Balance, Management Practices and Productivity
LSE Research Online Documents on Economics, 2006Co-Authors: Nicholas Bloom, Tobias Kretschmer, John Van ReenenAbstract:Do “Anglo-Saxon” management practices generate higher productivity only at the expense of lousy Work-Life Balance (WLB) for workers? Many critics of “neo-liberalisme sauvage” have argued that increased competition from globalisation is damaging employees’ quality of life. Others have argued the opposite that improving Work-Life Balance is actually a competitive tool that companies can use to raise productivity. We try to shed some empirical light on these issues using an innovative survey tool to collect new data on management and Work-Life Balance practices from 732 medium sized manufacturing firms in the US, France, Germany and the UK. First, we show that our measure of Work-Life Balance is a useful summary of a range of policies in the firm – family-friendly policies, flexible working, shorter hours, more holidays, subsidised childcare, etc. We show that this worklife Balance measure is significantly associated with better management. Firms in environments that are more competitive and/or who are more productive, however, do not have significantly worse Work-Life Balance for their workers. These findings are inconsistent with the view that competition, globalisation and “Anglo-Saxon” management practices are intrinsically bad for the Work-Life Balance of workers. On the other hand, neither are these findings supportive of the optimistic “winwin” view that Work-Life Balance improves productivity in its own right. Rather we find support for a “hybrid” theory that Work-Life Balance is a choice for managers that is compatible with low or high productivity.
