Managing work-life balance in the Queensland Public Service

Colley, Linda (2006). Managing work-life balance in the Queensland Public Service. In: Helen De Cier, Anne Bardoel, Rowena Barrett, Donna Bittigieg, Al Rainnie and Kirsten McLean, Socially Responsible, Socially Responsive: Work Life Balance: Proceedings of the ACREW/KCL Conference. Australian Centre for Research in Employment and Work (ACREW) / Kings College London (KCL) Conference 2006, Prato, Italy, (1-18). 1-4 July 2006.

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Author Colley, Linda
Title of paper Managing work-life balance in the Queensland Public Service
Conference name Australian Centre for Research in Employment and Work (ACREW) / Kings College London (KCL) Conference 2006
Conference location Prato, Italy
Conference dates 1-4 July 2006
Proceedings title Socially Responsible, Socially Responsive: Work Life Balance: Proceedings of the ACREW/KCL Conference
Place of Publication Prato, Italy
Publisher Monash University
Publication Year 2006
Sub-type Fully published paper
Editor Helen De Cier
Anne Bardoel
Rowena Barrett
Donna Bittigieg
Al Rainnie
Kirsten McLean
Start page 1
End page 18
Total pages 18
Language eng
Abstract/Summary There are many reasons for organisations to introduce work-life balance measures, from socially responsible motives to socially responsive motives. This paper explores recent initiatives in the Queensland public service. It finds that the already extensive work-life balance framework is being deliberately expanded, with the motivation to compete as an employer of choice in a tightening labour market. Policies include earlier approaches of parental leave and flexible working hours, and newer initiatives such as reasonable working hours and more flexible access to leave. The policy ‘targets’ have also expanded, from a work and family focus to a work-life balance focus, as part of the effort to increase workforce participation. It concludes that, while significant effort is being dedicated to the development of policies at a central level, equal effort is required to ensure that these policies are well-publicised and that employees feel comfortable accessing them. This requires both cultural changes within the organisation, as well as changes to the broader environment.
Q-Index Code E1
Q-Index Status Provisional Code
Institutional Status Non-UQ

Document type: Conference Paper
Collection: Institute for Social Science Research - Publications
 
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Created: Wed, 09 Feb 2011, 22:53:24 EST by Dr Linda Colley on behalf of Institute for Social Science Research