Australian Bureau of Statistics. (2010). Australian labour market statistics (Cat No. 6105.0). Canberra, Australia: ABS.
Australian Bureau of Statistics. (2013). ABS labour force (Cat No. 6202.0). Canberra, Australia: ABS.
Bailyn L. (2011). Redesigning work for gender equity and work-personal life integration. Community, Work & Family, 14(1), 97–112.
Batt R., & Valcour P. M. (2003). Human resources practices as predictors of work-family outcomes and employee turnover. Industrial Relations, 42(2), 189–220.
Bennetts L. (2007). The feminine mistake: Are we giving up too much?
New York, NY: VoiceHyperion.
Blair-Loy M. (2003). Competing devotions: Career and family among women executives. Cambridge, MA, USA: Harvard University Press.
Bourke J., & Andrews J. (2010). Getting to the heart of gender equity in executive roles: Using job design principles to expose hidden bias and achieve gender equity outcomes Women at Work. Victoria, Australia: Tilde University Press.
Campbell I. (2002). Extended working hours in Australia. Labour and Industry, 13(1), 91–110.
Casper W., Eby L., Bordeaux C., Lockwood A., & Lambert D. (2007). A review of research methods in IO/OB work-family research. Journal of Applied Psychology, 92(1), 28–43.
Charlesworth S., & Whittenbury K. (2007). Part-time and part committed? The cultural challenges of part-time work in policing. Journal of Industrial Relations, 23(1), 31–47.
Cordery J. L. & Parker S. K. (2012). Work design: Creating jobs and roles that promote individual effectiveness. In S. Kozlowski (Ed.), The Oxford handbook of organizational psychology (1(9), pp. 247–284). Oxford: Oxford University Press.
Corwin V., Lawrence T. B., & Frost P. J. (2001). Five strategies of successful part-time work. Harvard Business Review, 79(7), 121–127.
Dick P. (2009). Bending over backwards? Using a pluralistic framework to explore the management of flexible working in the UK police service. British Journal of Management, 20, S182–S193.
Dick P. (2010). The transition to motherhood and part-time working: Mutuality and incongruence in the psychological contracts existing between managers and employees. Work, Employment and Society, 24(3), 508–525.
Eby L., Casper W., Lockwood A., Bordeaux C., & Brinley A. (2005). Work and family research in IO/OB: Content analysis and review of the literature (1980-2002). Journal of Vocational Behavior, 66(1), 124–197.
Fleetwood S. (2007). Why work-life balance now?
International Journal of Human Resource Management, 18, 387–400.
Grant A. (2007). Relational job design and the motivation to make a prosocial difference. Academy of Management Review, 32(2), 393–417.
Grant A., Fried Y., Parker S., & Frese M. (2010). Putting job design in context: Introduction to the special issue. Journal of Organizational Behavior, 31(2/3), 145–157.
Grant A., & Parker S. (2009). Redesigning work design theories: The rise of relational and proactive perspectives. The Academy of Management Annals, 3(1), 317–375.
Guest D. (2001). Voices from the boardroom. London: CIPD Publishing.
Hackman R., & Oldham G. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279.
Herzberg F. (1966). Work and the nature of man. Cleveland, OH: World Publishing.
Hewlett S. (2010). Keeping engaged parents on the road to success. In K. Christensen & B. Schneider (Eds.), Workplace flexibility: Realigning 20th century jobs for a 21st century workplace (pp. 98–99). New York, NY: Cornell University Press.
Hewlett S., & Luce C. (2006). Extreme jobs: The dangerous allure of the 70-hour workweek. Harvard Business Review, 84(12), 49–59.
Higgins C., Duxbury L., & Johnson K. (2000). Part-time work for women: Does it really help balance work and family?
Human Resource Management, 39(1), 17–32.
Humphrey S., Nahrgang J., & Morgeson F. (2007). Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92(5), 1332–1356.
Kelly E., Kossek E., Hammer L., Durham M., Bray J., Chermack K., Murphy L., & Kaskubar D. (2008). Getting there from here: Research on the effects of work–family initiatives on work–family conflict and business outcomes. The Academy of Management Annals, 2, 305–349.
Kossek E., & Lee M. (2008). Implementing a reduced-workload arrangement to retain high talent: A case study. The Psychological – Manager Journal, 11(1), 49–64.
Lawrence T., & Corwin V. (2003). Being there: The acceptance and marginalization of part-time professional employees. Journal of Organizational Behavior, 24(8), 923–943.
Lee M. D., Hourquet P., & MacDermid S. (2002). Reduced-load work arrangements: The changing nature of professional and managerial work. In C. Cooper & R. Burke (Eds.), The new world of work: Challenges and opportunities (pp. 137–156). Malden, MA, USA: Blackwell Publishers.
Lewis S. (1997). ‘Family friendly’ employment policies: A route to changing organizational culture or playing about at the margins?
Gender, Work and Organization, 4, 13–23.
Lewis S. (2001). Restructuring workplace cultures: The ultimate work-family challenge?
Women in Management Review, 16(1), 21–29.
Lirio P., Lee M., Williams M., Haugen L., & Kossek E. (2008). The inclusion challenge with reduced-load professionals: The role of the manager. Human Resource Management, 47(3), 443–461.
McDonald P., Bradley L. & Brown K. (2008). Visibility in the workplace: Still an ingredient for career success. International Journal of Human Resource Management, 19(12), 2198–2215.
McDonald P., Bradley L. & Brown K. (2009). ‘Full-time is a given here’: Part-time versus full-time job quality. British Journal of Management, 20, 143–157.
Maxwell J. (1996). Qualitative research design: An interactive approach. Thousand Oaks, CA: SAGE.
Mills P., & Morris J. (1986). Clients as ‘partial’ employees of service organizations: Role development in client participation. Academy of Management Review, 11(4), 726–735.
Moen P. (2008). Its constraints, not choices. Science, 319, 903–904.
Moen P., Kelly E., & Hill R. (2011). Does enhancing work-time control and flexibility reduce turnover? A naturally occurring experiment. Social Problems, 58(1), 69–98.
Morgeson F., & Campion M. (2003). Work design. In W. Borman, D. Ilgen, & R. Klimoski (Eds.), Handbook of psychology: Industrial and organizational psychology (pp. 423–452). Hoboken, NJ: John Wiley and Sons.
Morgeson F., & Humphrey S. (2006). The work design questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work. Journal of Applied Psychology, 91(6), 1321–1339.
Morgeson F., & Humphrey S. (2008). Job and team design: Toward a more integrative conceptualization of work design. In J. Martocchio (Ed.), Research in personnel and human resources management (pp. 39–92). United Kingdom: Emerald Group Publishing Limited.
Nentwich J., & Hoyer P. (2012). Part‐time work as practising resistance: The power of counter‐arguments. British Journal of Management, 24(4), 557–570.
Neuman W. (2006). Social research methods: Qualitative and quantitative approaches (6th ed.). Boston, MA: Pearson/Allyn & Bacon.
Oldham G. (1996). Job design. International Review of Industrial and Organizational Psychology, 11, 33–60.
Oldham G., & Hackman R. (2010). Not what it was and not what it will be: The future of job design research. Journal of Organizational Behavior, 31(2–3), 463–479.
Ozbilgin M. F., Tsouroufli M., & Smith M. (2011). Understanding the interplay of time, gender and professionalism in hospital medicine in the UK. Social Science & Medicine, 72(10), 1588–1594.
Perlow L. (1998). Boundary control: The social ordering of work and family time in a high-tech corporation. Administrative Science Quarterly, 43(2), 328–357.
Pocock B., Skinner N., & Pisaniello S. (2010). How much should we work: Working hours, holidays and working life: The participation challenge. The Australian work and life index 2010. Adelaide: University of South Australia.
Ryan A., & Kossek E. (2008). Work-life policy implementation: Breaking down or creating barriers to inclusiveness?
Human Resource Management, 47(2), 295–310.
Skinner N., Hutchinson C., & Pocock B. (2012). The big squeeze. work, home and care in 2012. Adelaide: University of South Australia Centre for Work+Life.
Stone P. (2007). Opting out?: Why women really quit careers and head home. Berkeley, CA: University of California Press.
Stone P., & Hernandez L. A. (2013). The all-or-nothing workplace: Flexibility stigma and ‘opting out’ among professional-managerial women. Journal of Social Issues, 69(2), 235–256.
Strauss A., & Corbin J. (1990).
Basics of qualitative research: Grounded theory procedures and techniques
. Newbury Park, CA: SAGE.
Taylor F. W. (1911). The principles of scientific management. New York, NY: W. W. Norton.
Teece D. (2003). Expert talent and the design of (professional services) firms. Industrial and Corporate Change, 12(4), 895–916.
Von Nordenflycht A. (2010). What is a professional service firm? Toward a theory and taxonomy of knowledge-intensive firms. Academy of Management Review, 35(1), 155–174.
Webber G., & Williams C. (2008). Mothers in ‘good’ and ‘bad’ part-time jobs: Different problems, same results. Gender and Society, 22(6), 752–777.
Wilson S., Butler M., James K., Partington D., Singh V., & Vinnicombe S. (2004). The fallacy of integration: Work and non-work in professional services. Women in Management Review, 19(4), 186–195.