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Nonstandard scheduling is a pervasive feature of the American workplace. Drawing from interviews with 54 low‐income mothers employed in six retail workplaces in the Chicago area, and from interviews with representative human resource managers in each workplace, this study demonstrates how employer practices introduce variability and unpredictability into the schedules of female workers who have young children. It also suggests that employee‐driven control over scheduling, made available through informal workplace practices, can temper the instability of nonstandard schedules more than formal flexibility delivered through employer policies. The lack of worker control over schedules is posited to lead to various work‐family challenges.
Current issues are now on the Chicago Journals website. Read the latest issue.Founded in 1927, Social Service Review (SSR) is devoted to the publication of thought provoking, original research on pressing social issues and promising social work practices and social welfare policies. Articles in SSR analyze issues from the vantage points of a broad spectrum of disciplines, theories, and methodological traditions, at the individual, family, community, organizational, and societal levels.
Since its origins in 1890 as one of the three main divisions of the University of Chicago, The University of Chicago Press has embraced as its mission the obligation to disseminate scholarship of the highest standard and to publish serious works that promote education, foster public understanding, and enrich cultural life. Today, the Journals Division publishes more than 70 journals and hardcover serials, in a wide range of academic disciplines, including the social sciences, the humanities, education, the biological and medical sciences, and the physical sciences.
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