Making time off predictable and required (need for managers to take time off and be refreshed)
Article Type: Abstracts From: Human Resource Management International Digest, Volume 18, Issue 2
Perlow L.A., Porter J.L.Harvard Business Review (USA), October 2009, Vol. 87 No. 10, Start page: 102, No. of pages: 8
Purpose – Explores the concept of “predictable time off” and assess its effectiveness in promoting improved employee performance. Design/methodology/approach – The traditional pattern of work in professional services, where employees believe in a 24/7 work ethic as a means for gaining promotion, is questioned. Reports the results of research undertaken over four years in several North American offices of the Boston Consulting Group(BCG), a company that believes in the concept of predictable time off for its managers. Findings – The results indicated that consultants and other professionals can meet the highest standards of service while still having planned, uninterrupted time off, both in good economic times and bad. Concludes that companies can achieve this by a system that involves: imposing a strict mechanism for taking time off; encouraging much discussion about what is working and what is not; promoting experimentation with different ways of working; and ensuring top-level support. Originality/value – Casts serious doubt on the long-held belief that managers and employees in professional services must work long hours with little time off if they are to be effective in their companies.ISSN: 0017-8012Reference: 38AZ022
Keywords: Leave, Hours of work, Managers, Employees,Consultancies, Performance measurement, Organizations, United States of America,Case studies
