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Compressed Shift Schedules: Altering the Relationship between Work and Non-Work
J. Barton Cunningham
Public Administration Review
Vol. 42, No. 5 (Sep. - Oct., 1982), pp. 438-447
Stable URL: http://www.jstor.org/stable/975646
Page Count: 10
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This paper summarizes some of the effects of different compressed shift schedules-one entailing four 12-hour days and one having four 10-hour days-in two police organizations. The goal is to investigate whether a compressed shift schedule can be designed to achieve a better balance between work and non-work by changing the starting and quitting times, the number of hours worked, the frequency and number of rotations, the number of days worked, and the number of weekends off.
Public Administration Review © 1982 American Society for Public Administration