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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.

February 27, 1973 Redundancy — Calculation of payment — “Normal working hours” — Workmen employed under contract of employment incorporating national agreement — Normal working week 40 hours actual work — Condition of national agreement that “all workers shall” work overtime in accordance with demands of industry — Workmen regularly working at least 57 hours a week — Whether normal working hours for redundancy payment purposes including overtime where no obligation on employer to provide guaranteed overtime for fixed number of hours — Contracts of Employment Act 1963 (11 & 12 Eliz.II, c.49) Sch.2 para.l(l)(2).

In this paper, the nature of working‐hour constraints in the Swiss labour force using a sample of 14,523 observations is analysed. Three theoretical justifications of the existence of hours constraints are tested: the specific‐capital model, the agency model and the efficiency wage model. The first two models make opposite predictions regarding the trade‐off between working‐hour constraints and job tenure. The third model makes a prediction regarding the potential effect of the unemployment rate on the extent of working‐time constraints. Results indicate, first, that neither model of lifetime contracting (specific‐capital and agency) explains the observed extent of working‐hour constraints. Second, it is found that the unemployment rate confronting the worker in his or her labour market constitutes an obvious incentive to work more hours than he or she wants.

Whereas the Minister of Labour (hereafter in this Order referred to as “the Minister”) has received from the Road Haulage Wages Council the wages regulation proposals set out in the Schedule hereto;

December 2, 1970 Redundancy — Calculation of payment — “Normal working hours” — Consensual variation of contract of employment — Implication by conduct — Workman employed under contract of employment subject to national agreement — 40 hour week in five eight‐hour shifts — Subsequently told to work five 12‐hour shifts — No express mutual variation of contract — Natural inference to be drawn from working 12‐hour shifts thereafter for six years — Whether normal working hours increased — Contracts of Employment Act, 1963 (11 & 12 Eliz. II, c. 49) Sch. 1, para. 1(1) (2).

Interest in the potential negative effects of long work hours has increased over the past ten years. The purpose of this paper is to compare personal demographics and work situation characteristics, stable individual difference factors, job behaviors, work and extra‐work satisfactions and psychological well‐being of female MBA graduates in managerial and professional jobs working 56 h a week or more with those working 55 h a week or less.

Data were collected from 247 female MBA graduates of a single Canadian business school, using anonymously completed questionnaires, with about a 35 percent response rate.

Females working more hours reported both benefits and costs. The benefits included higher levels of job satisfaction, future career prospects and salary; the costs included higher levels of job stress and psychosomatic symptoms and lower levels of family satisfaction and emotional health.

All data were self‐reports and the sample of women managers and professionals working 56 or more hours a week was relatively small. The research needs to be replicated in other countries as well.

Organizations need to consider the potential costs to both employees and themselves from long working hours.

This paper is one of few studies of the effects of long work hours on the experiences of managerial and professional women.

March 1, 1967 Master and Servant — Dismissal — Redundancy — Calculation of payment — Minimum weekly remuneration — Working rule agreements of industry providing for 40 hour normal working week — Site agreement providing for 51 hour normal working week — Whether basis of calculation of redundancy payments 40 or 51 hour week — Redundancy Payments Act, 1965 (c.34),s.1, Sched. 1, para. 5. — Contracts of Employment Act, 1963 (11 & 12 Eliz. II, c. 49), Sched. 2, para. 1.

This study examines the influence of perceived work‐related stress levels and levels of job satisfaction on work‐related injury/illnesses. Further, the influence of demographic data on these variables is also considered. The data were collected in a Federal Government study on Workplace Industrial Activities across Australia (AWIRS 95). It appears, from the data, that there is a significant relationship between low levels of job satisfaction and the reporting of work‐related injury/illnesses in the previous 12 months. This is also true for people who reported high levels of job stress. The data show that women seem to be more satisfied than their male colleagues and have fewer injuries and/or illnesses. One reason for the low level of injury/illness may be due to the occupations that men and women occupy. It seems that people who work in such occupations as labourers, plant and machine operators and tradespersons and apprentices are the most likely to have work‐related accidents and/or illnesses than other occupations and many of the people in the high injury incident occupations appear to be males. The study draws tentative conclusions on the influence of demographic data on levels of job satisfaction and job stress and the relationships with work‐related injury and/or illnesses.

The purpose of this study was to explore gender differences in contractual commitments, job satisfaction and spouses' occupation among GP principals in NHS Scotland.

This paper is based on data provided by a self‐completion, postal questionnaire survey. The response rate was 50 per cent.

Males worked more hours than females and were more likely to work out‐of‐hours. Females reported greater job satisfaction but only when they worked fewer hours. Females earned less than males but there were no gender differences in total household income. Both genders planned to retire at 59 years. More males would delay retirement if they could work part‐time. More females than males were in dual‐doctor households. Male respondents in dual‐doctor households were more likely to have modified their working hours or career aspirations than males in other households.

The number of hours worked by GPs is in part determined by the occupation/earning power of their spouse. The number of women GPs is increasing and they are likely to continue to choose to work fewer hours than their male counterparts have done in the past.

This study has attempted to incorporate spouse's occupation/income as a factor in the career choices of GPs in Scotland.

This paper examines the impact of restructuring within the transport and logistics sector on women managers working at senior and less senior (middle/junior management) levels of the organization. The majority of women experienced increased performance pressures and heavier workloads as well as an increase in working hours. At the same time, there were pressures to work at home (i.e. weekends and evenings) and reduced opportunities to work from home (i.e. during normal office hours). Management level emerged as an important factor in how these changes were interpreted. Senior managers perceived more positive outcomes in terms of increased motivation and loyalty. Despite a longer working week, they were less likely to report low morale as an outcome from long hours. In fact, irrespective of management level, women working shorter hours were more likely to report low morale as an outcome. Results are discussed in relation to literature on restructuring and careers, in terms of perceptual framing and in relation to different levels of investment in the organization.