Working time and worklife balance in European companies

Report
Published
1 júní 2006
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Abstract

The Foundation’s Company Survey on Working Time and Work–Life Balance 2004–2005 set out to map the use of a variety of working time arrangements in companies, to assess the reasons for their introduction and their impact. This report presents an overview of the survey’s initRead more
The Foundation’s Company Survey on Working Time and Work–Life Balance 2004–2005 set out to map the use of a variety of working time arrangements in companies, to assess the reasons for their introduction and their impact. This report presents an overview of the survey’s initial findings. It focuses on aspects such as flexible time arrangements in general, overtime, part-time work, nonstandard working hours, childcare leave and other forms of long-term leave, phased and early retirement and company policies to support work-life balance.
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Formats

  • Report

    Reference no.: 
    ef0627
    Catalogue no.: 
    TJ-75-06-825-EN-C
    Catalogue info

    Working time and worklife balance in European companies

    The Foundation’s Company Survey on Working Time and Work–Life Balance 2004–2005 set out to map the use of a variety of working time arrangements in companies, to assess the reasons for their introduction and their impact. This report presents an overview of the survey’s initial findings. It focuses on aspects such as flexible time arrangements in general, overtime, part-time work, nonstandard working hours, childcare leave and other forms of long-term leave, phased and early retirement and company policies to support work-life balance.

    Formats

Part of the series

  • European Company Surveys

    The European Company Survey (ECS) is carried out every four to five years since its inception in 2004–2005, with the latest edition in 2019. The survey is designed to provide information on workplace practices to develop and evaluate socioeconomic policy in the EU. It covers issues around work organisation, working time arrangements and work–life balance, flexibility, workplace innovation, employee involvement, human resource management, social dialogue, and most recently also skills use, skills strategies and digitalisation.

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