Reports on the UMIST‐Institute of Management five‐year study into the changing experiences of UK managers and the impact of organizational change. Examines the patterns of actual working hours generally and by managerial level before going on to explore the reasons managers give to explain their work patterns (over contract hours, evening and weekend working). Contains an assessment of how managers trade‐off work and non‐work activity and the impact of long working hours on managers’ health, morale, productivity, social life and relationships with their partners and children. The analysis reveals a strong relationship between actual hours worked and an increasingly negative impact on all the factors tested.
Worrall, L. and Cooper, C.L. (1999), "Working patterns and working hours: their impact on UK managers", Leadership & Organization Development Journal, Vol. 20 No. 1, pp. 6-10. https://doi.org/10.1108/01437739910251125Download as .RIS
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