Developments in information and communication technology, coupled with the global 24--hour market, have led to the boundaries between work and personal life becoming ever more blurred, while work--life policies and practices struggle to keep up.

About the Authors vii Foreword by Professor Ronald J. Burke ix Foreword by The Rt. Hon. Patricia Hewitt, MP xiii Acknowledgements xvii Chapter 1 Case Studies and Organisational Learning 1 Chapter 2 The Xerox Corporation 28 Chapter 3 Energyco 44 Chapter 4 Proffirm—The Professional Practice Firm 58 Chapter 5 Printco 71 Chapter 6 Recruitco 86 Chapter 7 Adminco 95 Chapter 8 Charityco 111 Chapter 9 A Long-term View 119 Appendix A Work–Life Integration Change Process 127 Appendix B Work–Personal Life Harmonisation: Visions and Pragmatic Strategies for Change 129 References 159 Index 163

"More people today want a life beyond work. Employees can work more effectively if they can integrate their work, families and personal lives in more satisfying ways. This becomes a win–win situation for all involved. This collection moves us in this direction."—Ronald J. Burke, Professor of Organizational Behaviour, Schulich School of Business, York University, Canada "Work–Life integration", "work–life balance", "flexible working arrangements": these are all terms for the same thing … how to succeed at work without sacrificing your personal life. From the employers' perspective, the question is how to create the appropriate working environment so that workers are happy and productive. Composed of real-life case studies from a range of organisations, Work–Life Integration explores what organisations can do to achieve win–win outcomes. In this innovative work, Suzan Lewis and Cary Cooper argue that there are no quick fixes and that work–life policies are not sufficient for long-term sustainable change unless accompanied by broader changes in organisational cultures and practices. They focus on the processes of change and organisational learning, and use the case study examples to illustrate how these processes can work in different types of organisations. Work–Life Integration provides unique insights by exploring not only what companies have done right, but also the problems encountered and the lessons learned on the way. This is a useful tool for any company going through a change in working practices and is essential reading for HR professionals and consultants. It will also be of interest to MBA and other management students, and attendees of management training programmes, as well as students, postgraduates and lecturers in organisational psychology.

“Employees will appreciate the book’s emphasis on the need to find a solution that keeps both managers and workers happy.” (Management Today, April 2005) "…case studies and processes described in this book are well worth serious study and could save considerable time and pain...” (People Management, 10th March, 2005) "...essential reading for HR and other management students..." (businessexecutive magazine, May 2006).