The new edition of this SAGE Handbook builds on the success of the first by providing a fully updated and expanded overview of the field of human resource management. Bringing together contributions from leading international scholars - and with brand new chapters on key emerging topics such as firm ownership, talent management, engagement and big data - the Handbook focuses on familiarising the reader with the fundamentals of applied human resource management, while contextualizing practice within wider theoretical considerations. Internationally minded chapters combine a critical overview with discussion of key debates and research, as well as comprehensively dealing with important emerging interests. The second edition of this Handbook remains an indispensable resource for advanced students and researchers in the field. PART 01: Context of Human Resource Management; PART 02: Fundamentals of Human Resource Management; and PART 03: Contemporary Issues.

Working Time and Work–Life Balance
Working time and work–life balance
Janet Walsh
Introduction

There has been intense debate about the time demands and pressures of work and their impact on employees’ ability to coordinate their work and non-work commitments. Such concerns were evident in the work of Arlie Hochschild (1997) who argued more than 20 years ago that employees were experiencing a ‘time squeeze'. Since that time the ‘time bind’ of long-hours jobs has spread to most higher income industrialised countries and most especially for managerial, professional and technical employees (Lyness et al., 2012). For less skilled employees, there has been a marked increase in the diversity of working time arrangements, including greater variability and unpredictability of work schedules and unsocial hours.

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