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Action research to develop work-life balance in a UK university

机译：开展行动研究以提高英国大学的工作与生活平衡

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Purpose - This paper aims to show the extent to which an action research approach, which incorporates learning from previous studies and interventions, can be used to progress work-life balance (WLB) policies and practices in a university context. Design/methodology/approach - The paper builds on the now considerable knowledge relating to the theory and practice of WLB. It adopts an action research/change management approach as part of a project partly funded by the Department for Trade and Industry partnership scheme. Specific methods utilised include a fundamental review of organisational policy using an evaluative matrix and an analysis of the outcomes of four workshops with 51 line managers. Findings - The findings show considerable differences between the experiences of administrative, professional, technical and clerical (APT&C) staff and academics. In particular, APT&C staff seek a greater sense of "entitlement" and more trust and autonomy, whereas academic staff seek a more manageable work load. By moving through the stages of the action research cycle, many of the limitations associated with past WLB initiatives can be overcome for APT&C staff. By comparison, universities' disinclination to tackle academic work intensification is best explained by the lack of labour market pressure to do so and the fact that sustainable WLB does not constitute part of the "tablestakes" of academic employment. Originality/value - The paper presents theoretical models, together with practical approaches for embedding WLB into organisational cultures. It also offers theoretical explanations for employers' predisposition to adopt WLB change programmes.
机译：目的-本文旨在展示一种行动研究方法，该方法结合了以往研究和干预措施的经验，可用于在大学环境中促进工作与生活平衡（WLB）的政策和实践。设计/方法/方法-本文以有关WLB的理论和实践的大量知识为基础。作为贸易和工业部合作计划部分资助的项目的一部分，它采用了行动研究/变更管理方法。所采用的具体方法包括使用评估矩阵对组织政策进行基本审查，以及对具有51个部门经理的四个研讨会的结果进行分析。调查结果-调查结果表明，行政，专业，技术和文书（APT＆C）工作人员与学者之间的经验差异很大。特别是，APT＆C员工寻求更高的“权利”意识和更多的信任与自主权，而学术人员则寻求更易于管理的工作量。通过逐步开展行动研究周期的各个阶段，APT＆C人员可以克服与过去的WLB计划相关的许多限制。相比之下，最好的解释是大学缺乏解决学术工作紧张的意愿，这是因为劳动力市场缺乏这样做的压力，以及可持续的劳工负担并不构成学术就业的“赌桌”的事实。原创性/价值-本文介绍了理论模型，以及将WLB嵌入组织文化的实用方法。它还为雇主倾向于采用WLB变更计划提供了理论解释。

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