Work, Leisure and Well-Being in Changing Social Conditions

Abstract

Profound transformations are occurring in the nature and organization of work with potentially far-reaching social and economic consequences. In many countries there is an intensification of workloads, and increasing job insecurity (Transitions 2006). Organizations are demanding greater efficiency and introducing new technologies and working practices in response to the pressures of competition in the private sector and efficiency drives in the public sector. In some organizations flexibility of working practices is being coupled with policies purporting to support the integration of work and non-work life, sometimes in response to new attitudes, values and aspirations of key workers; but also to enhance creativity, improve company loyalty, and reduce absenteeism and turnover (Lewis 2003b). Yet many employees are experiencing long working hours, intensified workloads, constantly changing work practices, and job insecurity (Burchall et al. 1999; Transitions 2006). Stress at work and home is viewed as a major problem (Worral and Cooper 2001; Schneider et al. 2004). But a gap exists in many Western societies between state policies on work-life balance and the implementation of polices in practice (Transitions 2006). Major social differentiation exists in relation to gender, class, occupation and other aspects of diversity (Taylor 2001, 2002), with resources in Western societies being increasingly unequally distributed, and significant variations arising in health, well-being and quality of life (Wilkinson 1996, 2000).