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This paper extends the understanding of working-time changes and work-life balance (WLB) through analyzing a case study where a reduction in working hours designed to assist the workforce in balancing work and nonwork life was implemented. An alliance project in the Australian construction industry was established initially with a 5-day working week, a departure from the industry-standard 6-day week. However, a range of factors complicated the success of this initiative, and the industry-standard 6-day working week was reinstated for the project. The authors argue that this case is valuable in determining the complex mix of influences that work against a wholesale or straightforward adoption of working-time adjustments and work-life balance practices. It is concluded that although the prevailing workplace culture is considered an important factor in the determination of working time, structural and workplace principles and practices may also be critical in working to secure the successful introduction of working-time reduction and work-life balance initiatives in the construction industry in the future.

Flexible work practices spreading work times across the entire week have reduced the time to engage in leisure activities and for some have compounded the problem of a lack of defined break between work weeks. This study examines time spent outside of the workplace through a multiple case study of working time and leisure in the construction industry. A framework of synchronous leisure is used to examine the interplay of work and non-work arrangements. The effects of changing work arrangements to deliver a longer break between working weeks and the consequent impact on leisure activities are analysed. Interviews and focus groups across four construction sites revealed that while leisure is important to relieve fatigue and overwork, a work schedule allowing a long break between working weeks, specifically on a weekend, enables workers to achieve synchronous time, particularly with family, and improves work-life balance satisfaction. It was found that a well-defined break across a weekend also offers the opportunity to synchronize schedules with others to spend time away on short breaks.

Purpose – The construction industry in Australia is characterised by a long work-hours culture, with conditions that make it difficult for staff to balance their work and non-work lives. The objective of this paper is to measure the success of a work-place intervention designed to improve work-life balance (WLB) in an alliance project in the construction industry, and the role the project manager plays in this success. Design/methodology/approach – The paper focuses on an alliance case study. Interviews were conducted at two points in time, several months apart, after the interventions were implemented. Findings – Results showed that staff on the whole were more satisfied with their work experience after the interventions, and indicated the important role that managers' attitudes and behaviours played. Originality/value – Managerial support for work-life initiatives is a critical element in achieving WLB and satisfaction with working arrangements. The fact that the manager “talked the talk and walked the walk” was a major contributing success factor, which has not previously been demonstrated.

Work time spread across the entire week, rather than the conventional five day working week, has meant that workers are now less able to utilise longer stretches of recreation time especially in gaining access to a full two-day break over a weekend. This paper explores the issues contributing to workers' acquisition of longer recreation time. It seeks to determine the effects of this acquisition on the quality of working and non-working time for the employee through a study of work-life balance in the construction industry. It finds that weekends are more important to achieving work-life balance than shorter days over a six-day week when working long hours. Further, 'personal time' is a key element in achieving satisfactory work-life balance for employees, and this type of 'time' is often forgone in trying to integrate the necessary and desired non-work activities in the shorter time available to workers.

Fatigue and overwork are problems experienced by numerous employees in many industry sectors. Focusing on improving work-life balance can frame the ‘problem’ of long work hours to resolve working time duration issues. Flexible work options through re-organising working time arrangements is key to developing an organisational response for delivering work-life balance and usually involves changing the internal structure of work time. This study examines the effect of compressed long weekly working hours and the consequent ‘long break’ on work-life balance. Using Spillover theory and Border theory, this research considers organisational and personal determinants of overwork and fatigue. It concludes compressed long work hours with a long break provide better work-life balance. Further, a long break allows gaining ‘personal time’ and overcoming fatigue.

Building demolition, as compared to building construction is always carried out as quickly and cheaply as possible. The nature of limited time and resources of the demolition project sometimes translate into poor work planning and safety precautions. In recent years, demolition work has become more complicated due to the high diversity of building types and there are various demolition techniques and strategies. It is important to have a clear understanding of the type of building to be demolished, the method to be used and risks involved to ensure proper work planning. Using historical data on demolition related accidents; this paper discusses the classification of injuries and causes of the accidents. To conclude, strategies for better understanding of demolition work and good practices of site safety are recommended.

The cost of accessing higher education is expensive causing students to juggle the demands of paid work with study responsibilities. Whilst some work can be beneficial to student leaning this research seeks a more accurate understanding of why students undertake paid experience work to the level that they do. This paper examines the extent of work and study during an undergraduate program in construction at RMIT University Australia. Students responded to a questionnaire on the duration and nature of their work and study times. The results indicate that students who were involved in paid work do in excess of 20 hours per week, whist also enrolled as full-time undergraduates. The results of the study show that students in the early years of the program seem to be more engaged with study and spent slightly less time at work. This is contrasted with students in the final two years of the course spend considerable more time in paid work and less time undertaking study. The paper concludes by suggesting that the results are partly the result of the unstructured work-experience requirements that occur from about year 3 of the program. Students who were encouraged by the university to undertake paid work-experience appeared to be increasingly disinterested in connecting with the broader university experience.

This paper examines the working time expectations and preferences of employees within the male dominated Australian construction industry. The construction industry in Australia is a demanding work environment, with longer than average working hours. Most construction sites operate on a six-day week basis, with both salaried and waged staff often working very long hours. Through questionnaires, interviews and focus groups, this research explores the experiences of employees in four major construction sites within Australia. We argue that the complex mix of wage and salary earning staff, along with labour market pressures means that changing to a five-day working week is quite a radical notion within the industry. However, there are some organisations willing to explore opportunities for change with mixed experiences.

Project-based construction workers in the Australian construction industry work long and irregular hours and experience higher levels of work-to-family conflict and burnout than office-based workers, giving rise to an interest in alternative work schedules as a means of supporting work-life balance. Alternative work schedules were implemented in four case study construction projects in Australia. Interventions differed between projects, with two implementing a compressed work week, and the others introducing reduced hours schedules (one of which was optional). Data were collected from each case study project, using various combinations of focus groups, surveys, interviews and daily diary collection methods. The results were mixed. The compressed work week appears to have been favourably received where it was introduced. However, waged workers still expressed concerns about the impact on their weekly 'take-home' pay. Attempts to reduce work hours by changing from a six- to a five-day schedule (without extending the length of the working day between Monday and Friday) were less favourably received. Waged workers, in particular, did not favour reduced hours schedules. The results confirm the existence of two distinct labour markets operating in the Australian construction industry and markedly different responses to alternative work schedules, based upon whether workers are waged or salaried. The results clearly show that attempts to improve work-life balance must take the structural characteristics of the industry's labour markets into consideration in the design of interventions. The impact of alternative work schedules is likely to be moderated by institutional working time regimes within the construction industry.

In Australia, an average 49 building and construction workers have been killed at work each year since 1997-98. Building/construction workers are more than twice as likely to be killed at work, than the average worker in all Australian industries. The ‘Safer Construction’ project, funded by the CRC-Construction Innovation and led by a task force comprising representatives of construction clients, designers and constructors, developed a Guide to Best Practice for Safer Construction. The Guide, which was informed by research undertaken at RMIT University, Queensland University of Technology and Curtin University, establishes broad principles for the improvement of safety in the industry and provides a ‘roadmap’ for improvement based upon lifecycle stages of a building/construction project. Within each project stage, best practices for the management of safety are identified. Each best practice is defined in terms of the recommended action, its key benefits, desirable outcomes, performance measures and leadership. ‘Safer Construction’ practices are identified from the planning to commissioning stages of a project. The ‘Safer Construction’ project represents the first time that key stakeholder groups in the Australian building/construction industry have worked together to articulate best practice and establish an appropriate basis for allocating (and sharing) responsibility for project safety performance.

In recent years there has been a groundswell of research that overwhelmingly suggests extended working hours and the difficulty of balancing home and work are highly problematic for many employees. The paper adds to this literature by investigating work-life balance (WLB) issues and takes as its primary focus the time-based demands of jobs in the construction industry in Australia. This paper draws from two construction industry case studies that have experimented with restructuring working time arrangements.

Studies of work and life balance often concentrate on the ways in which employees may require and use flexible work practices to cope with the demands of their other ‘non-work’ activities and responsibilities. This paper adds to our knowledge in this arena through presenting a case study of work-life balance. This case study focuses on managerial and employee issues in implementing organisational work life balance initiatives within the construction industry in Australia. For this case study, the workplace was an ‘alliance’ project, of four collaborating companies undertaking a large infrastructure project. The project management group determined that work-life balance was an important issue within the industry and consequently implemented a five-day instead of the industry standard six-day working week as a balance initiative for the workforce. A range of factors contributed to this five-day week initiative reverting to the original work schedule of a six-day working week. This paper explores these issues and analyses the competing priorities and demands of management in endeavouring to develop alternate strategies to maintain a positive work and life balance for employees. The analysis of this case suggests that management and employees were dedicated to improving work-life balance; however, a range of externalities resulted in not all initiatives being successful. Nevertheless, within the constrained choices, the management group instigated alternate initiatives.

Work conditions in the construction industry are notoriously demanding. In Australia, construction workers are required to work long hours, typically over six days. Project-based workers work significantly longer hours and experience higher levels of work-life conflict, job stress and burnout than their counterparts in the corporate offices of construction firms. Problems of job dissatisfaction increased turnover intention, lack of general well-being, substance abuse and psychological and psychiatric problems have all been associated with a lack of balance between work and non-work life. This paper presents a post-hoc evaluation of a three-pronged employee healthy lifestyle promotion intervention which was introduced at a large Australian infrastructure construction project. The results highlight the benefits associated with the adoption of an integrated approach to the management of employees' work-life balance, health and well-being. The authors argue that construction organisations should broaden the scope of their occupational health and safety (OH&S) management activities to address issues of work-life balance and general employee wellness.

This study identifies organisational factors relating to employees’ work-life balance within a construction project site. From interviews with site workers and office staff at two time points in the project, the study found employees regard the attitudes of management as a key factor contributing to their work-life balance. The extent to which management was open to negotiation with individual workers on work-life balance issues was positively associated with employee well-being, satisfaction and organisational commitment. In addition, management’s acknowledgement of the importance of employees’ non-work activities, willingness to introduce formal work-life balance initiatives (e.g. changes in working hours to a five day week) and adapt ‘traditional’ ways of working were also identified as factors promoting work-life balance. The findings reinforce the important role the project manager has in supporting and promoting team development and challenging standard industry working conditions, traditionally regarded as essential to individual and organisational productivity.

Socially aware construction clients increasingly expect safety management systems to be implemented in the projects they procure. However, when it comes to occupational health and safety, a gap still exists in the knowledge of many construction managers and professionals. This book will therefore be helpful to them and to construction students who want to know more about occupational health and safety." "This book should be of interest to all participants in the construction process, including clients, project managers, specialist consultants, designers, contractors, sub-contractors and suppliers.