Work-Life Conflict in ‘Flexible Work’: Precariousness, Variable Hours and Related Forms of Work Organization

Abstract

This chapter examines the relationships between different forms of ‘flexible work’ (precarious work, flexible working hours), selected work organization variables and work-life conflict. The growth of precarious (insecure, contingent) work has been a major contributor to the expansion of variable and unpredictable working hours, especially in developed economies. It is also associated with other negative aspects of work organization, such as diminished control at work, which may contribute to elevated work-life conflict. Focusing principally on Australian evidence, this chapter explores the relationships between these variables. Although jurisdictional differences in regulatory regimes are likely to have some influence on the strength of the relationships, international evidence is surprisingly consistent. It suggests the nature and prevalence of precarious work, and the level of control that workers can exert over their work schedules, must be carefully managed and regulated if work-life balance is to be protected and enhanced.