The Context for Change / II. Policy and Practice / III. Barriers to the Effectiveness of Current Policies and Strategies for Moving Beyond Policies to Culture Change / IV. Conclusion CONTRIBUTORS: S. Lewis, P. Moss, J. Lewis, L. Harker, J. Gonyea, B. Googins, H. Holt, I. Thaulow, C. L. Cooper, A. Watts, C. Camp, K. Taylor, P. H. Raabe, J. K. Fletcher, R. Rapoport
Chapter 10: Constructing Pluralistic Work and Career Arrangements
Constructing Pluralistic Work and Career Arrangements
To what extent are reduced work time and other alternative, flexible work arrangements compatible with high productivity? Can people reduce their work time and be as – or more – productive? Can a workforce – including professionals and managers – have diverse and flexible work schedules, be productive, and achieve career progression? Many people answer no to these questions and assume, for example, that reduced work time necessarily means proportionately less productivity and career plateauing. In a context of varying assertions on these issues, does evidence exist supporting the efficacy claims of reduced work time and alternative work and career arrangements? A main purpose of this chapter is to present some evidence from Europe ...