Flexible work – but is it fair? Tipping the scales in work‐life balance

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Work‐life balance usually gets a bit more complicated than deciding who makes the breakfast toast before you set off for work in the morning. Politicians and civil servants are good at responding to calls for the “rights” of employees with family responsibilities but tend to leave the detail – tying those difficult loose ends – to the employer.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2013), "Flexible work – but is it fair? Tipping the scales in work‐life balance", Development and Learning in Organizations, Vol. 27 No. 4, pp. 19-21. https://doi.org/10.1108/DLO-04-2013-0015