ABSTRACT
In the earlier chapters of this book we have argued the case for construction organisations to respond to employees’ work-life balance concerns. A growing body of research evidence indicates that work-life supports (sometimes more restrictively called family-friendly or family-responsive supports) have a significant impact upon organisational effectiveness. Many construction companies do not offer extensive programmes of work-life support, despite the inherent ‘greediness’ of jobs in the sector. The opportunities available to construction organisations that do provide work-life supports are considerable, because institutional research indicates that competitive advantages are the greatest when work-life supports are implemented in industries in which such supports are not commonplace (Ingram and Simons, 1995). In construction, organisations that are supportive of employees’ work-life balance are likely to be attractive to prospective employees and thus rewarded with increased employee loyalty, motivation and performance.
