ABSTRACT
This book has explored some impacts of recession and austerity on organisational working practices and workers’ experiences of work-life balance (WLB). We have considered whether social justice, insofar as it was ever implied in the WLB agenda, gets lost in turbulent economic times or whether the three prongs of the triple agenda may be reconcilable. Below we begin by summarising the key issues that have been addressed in earlier chapters. We then present short case studies of three organisations to illustrate some of the strategies used in adjusting the organisational approach to fl exibility and WLB during, but not necessarily because of, the recession and austerity. We discuss implications for employees, employers and social justice and conclude with some thoughts about working towards a triple agenda beyond the recession.
