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Work—life conflict: Is work time or work overload more important?
Author(s) -
Skinner Natalie,
Pocock Barbara
Publication year - 2008
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/1038411108095761
Subject(s) - work (physics) , psychological intervention , work–life balance , flexibility (engineering) , work time , psychology , work–family conflict , control (management) , social psychology , management , economics , engineering , mechanical engineering , psychiatry
Work time in the form of long hours or control over work scheduling (flexibility) dominates much of the debate, and organisational policies and interventions, around sustaining a healthy work—life relationship. In this study we challenge this assumption, and argue instead for the importance of the quantity of work (work overload). Using data collected in a national Australian study, we found that work overload was the strongest predictor of full‐time employees' work—life conflict. Work hours, their fit with preferences, and control over work scheduling also demonstrated small to moderate associations with work—life conflict. This study indicates that time‐based work—life policies, procedures and interventions are necessary, but not sufficient, for addressing work—life conflict. Effective management of work overload, with its potential to contribute to emotional strain/exhaustion and long work hours, should be considered as a keystone strategy to support a healthy work—life relationship.