Assessing The Impact Of Twelve-Hour Shifts: An Evaluation By Ten Companies And Union Officials

Abstract

Since the mid-1980s Australia has progressively moved towards a more decentralised industrial relations framework underpinned by the process of enterprise bargaining. This environment has created the opportunity to develop more flexible and enterprise specific patterns of work so as to enhance productivity. Whilst change has been gradual, one of the more significant areas of change has been in relation to work-time flexibility. In particular, the move from a standard eight-hour to a twelve-hour workday has been important. The perceived benefits include increased utilisation of human resources for the employer and increased rewards in the form of remuneration and time-off for the employees. This article draws on case studies undertaken across several industrial sectors. It reveals the effects of changing workday patterns in an environment of enterprise bargaining in which the negotiating parties are relatively inexperienced in this process. Of particular interest is the increasing concern expressed by management and trade unions on some dysfunctional aspects of twelve-hour shifts. Issues raised include questions over productivity gains, occupational health and safety, employee activities during time-off and community orientation of the companies.

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