Work and life: can employee representation influence balance?

Citation

Hyman J & Summers J (2007) Work and life: can employee representation influence balance?. Employee Relations, 29 (4), pp. 367-384. https://doi.org/10.1108/01425450710759208

Abstract
Purpose – The purpose of this article is to assess the influence of different forms of organisational representation on the provision of work-life balance employment policies. Design/methodology/approach – The article uses on-site semi-structured interviews with employees, HR and line managers and trade union representatives in four case studies as well as survey responses from a total of 17 institutions in the financial services sector. Findings – Employees do influence work-life balance issues in the financial services sector, and work-life balance initiatives had greater breadth, codification and quality where independent unions were recognised. In all cases however, the extent of departure from minimal statutory levels of provision was not great. Research limitations/implications – The nature of the study and its focus on Scotland may limit the generalisability of the findings into other sectors or regions. Practical implications – In light of the evolving work-life balance legislative framework, this article should be of practical interest to trade unions, practitioners and academics. It demonstrates that organisations and unions need to retain and develop a focus on work-life balance applications. Originality/value – The article indicates the prevalence of management control of the work-life balance agenda and management’s discretion in the operation of work-life issues. Employees and their representatives accepted this control, and their private individualised responsibility for balancing work and life, without challenge. These results inform current understanding of how work-life balance legislation, based on a voluntarist agenda, translates into practice.

Keywords
Job satisfaction; Financial services; Trade unions; Employee participation; Human resource management; Scotland; Job satisfaction

Journal
Employee Relations: Volume 29, Issue 4