Work in the construction industry is particularly tough. It demands excessively long hours and frequent weekend work, and imposes re-location, job insecurity and other distinctive behavioural patterns. It may be difficult to manage, yet the work–life balance is of strategic importance to the construction industry, critical to attracting and retaining a talented workforce, to organizational effectiveness and employees’ well-being.

This book maps the changes to the workforce demographic profile and changing expectations relating to work and personal life, as well as legal imperatives. It presents work–life balance theory and along with extensive empirical data, along with practical advice.