Suchergebnisse

AbstractFinding sufficient time to meet work and family commitments poses immense challenges for employed mothers in 21st century contemporary life. Understanding how employed women with children manage their finite time resources requires deeper investigation of how time pressures accrue across work and home contexts. This study draws on data from in‐depth interviews with 18 working mothers from diverse occupations (professional, sales, service, clerical, technical and trades) and across a range of employment hours (full and part‐time). The findings from this study show that employed mothers endure high levels of time pressure related to time poverty (insufficient time for necessary or discretionary activities), time intensity (multitasking and merging work and home boundaries) and time density (familial emotion and organisation work). When women use strategies to increase time efficiency, it does not necessarily reduce their perceptions of time pressure. Juggling multiple tasks simultaneously distorts women's temporal experiences and diminishes the quality of time. Workplaces and policymakers need to find better ways to encourage employed fathers to share the responsibility for home‐ and family‐related care and organisational work. Such measures may reduce the time stress and time inequity women endure, particularly in the time management control centre of the home.

Mackay Whitsunday Safe Community (MWSC) was established in 2000 in response to high rates of injury observed in the region. MWSC assumed an ecological perspective, incorporating targeted safety promotion campaigns reinforced by supportive environments and policy. By involving the community in finding its own solutions, MWSC attempted to catalyze structural, social, and political changes that empowered the community and, ultimately, individuals within the community, to modify their environment and their behavior to reduce the risk of injury. A community network consisting of 118 members and an external support network of 50 members was established. A social network analysis conducted in 2000 and 2004 indicated that the network doubled its cohesiveness, thereby strengthening its ability to collaborate for mutual benefit. However, while MWSC was rich in social resources, human and financial resources were largely controlled by external agencies. The bridging and linking relationships that connected MWSC to its external support network were the social mechanism MWSC used to access the resources it required to run programs. These boundary-spanning relationships accessed an estimated 6.5 full-time equivalents of human resources and US$750,000 in 2004 that it used to deliver a suite of injury control and safety promotion activities, associated with a 33% reduction in injury deaths over the period 2002 to 2010. MWSC can only be understood in its ecological context. The productivity of MWSC was vulnerable to the changing policy priorities of external sponsoring agents and critically dependent on the advocacy skills of its leaders.