The expansion of part‐time or reduced hours working into skilled, managerial and professional jobs is increasing. This expansion is generally viewed positively. Not only does it herald a change of status for part‐time working but also suggests that organisations are taking Equal Opportunities policies and specifically, family‐friendly policies, seriously. However, the emerging literature in this area suggests that part‐time working within professional roles poses a considerable HRM problem. Using an explicitly pluralistic perspective, this paper presents the results of a case study into the management of part‐time working in a UK police force. It is argued that part‐time working has different meanings for managers and part‐time employees, producing conflicting needs and expectations that are not readily reconcilable. The cultural and institutional factors that reproduce these differences are explored and the implications for human resource management are identified.
Dick, P. (2004), "Between a rock and a hard place: The dilemmas of managing part‐time working in the police service", Personnel Review, Vol. 33 No. 3, pp. 302-321. https://doi.org/10.1108/00483480410528841Download as .RIS
Emerald Group Publishing Limited
Copyright © 2004, Emerald Group Publishing Limited