Flexibility and long shifts
| Date | 01 October 1998 |
| DOI | https://doi.org/10.1108/01425459810238774 |
| Published date | 01 October 1998 |
| Pages | 483-489 |
| Author | Peter A. Smith,Alexander A.I. Wedderburn |
| Subject Matter | HR & organizational behaviour |
Flexibility and
long shifts
483
Flexibility and long shifts
Peter A. Smith
Griffith University, Brisbane, Australia, and
Alexander A.I. Wedderburn
Heriot-Watt University, Edinburgh, UK
Introduction
Work rosters have to balance operational requirements with staff availability,
profitability with individual earnings, and performance efficiency with
occupational health and safety standards and the well-being of employees.
(Smith, 1993; Wedderburn, 1996). Long shifts are spreading at the same time as
shorter working weeks, another example of “the flexibility paradox” (Valverde
et al., 1997). There is still considerable fear about long shifts, dating from the
industrial revolution when the 8-hour day was a goal for trade unions. This
article aims to demonstrate both that there is some justification for the fears,
and also that long shifts can offer considerable advantages, if well implemented.
The compressed work week (CWW) has been defined as:
Any system of fixed working hours more than 8 hours in length which results in a work week
of less than 5 full days of work a week (Tepas, 1985)
has a number of potential advantages and disadvantages (Table I). This table
summarises the main known advantages and disadvantages, and points out
how good compromises can aim to get the balance as favourable as possible.
It can be adopted for both full-time and part-time work (Knauth and
Hornberger, 1994). Originally the compressed work week was based around the
40-hour week, with four 10-hour shifts (Poor, 1970). However, as worked today,
it may involve shifts from 8.5 to 12 hours.
Reducing the stress of shiftwork
Shiftwork is primarily associated with two occupational stressors: working
unsocial hours; and fatigue.
These stressors may result in performance errors which are typically
manifested in increased product rejects, reduced product quality and increased
workplace accidents and injuries. Excessive fatigue and family and social life
disruption may also result in increased sickness absence, and lower job
satisfaction and employee well-being.
Unsocial hours are generally linked to weekend work, evening and night
work, and morning shifts that start very early (Colligan and Rosa, 1990; Smith,
1993; Wedderburn, 1967). They may disrupt normal family life (Barling, 1990)
and also may impact on parental and partner roles (Barton et al., 1998;
Bunnage, 1984; Repetti, 1989). They also disrupt social life and community
involvement (Colligan and Rosa, 1990). Unsocial hours may also disrupt normal Employee Relations,
Vol. 20 No. 5, 1998, pp. 483-489,
© MCBUniversity Press, 0142-5455
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