As Australian society shifts towards a service driven economy, the nature of work is changing, and with it, the balance of work and family life.
Our late modern economy is characterised by more targeted consumption of niche (rather than standardized mass produced) goods, and consequently by more flexible production. Workers, contractors and entrepreneurs are moving away from the 9 to 5, 5 day week routine towards more casual, part-time, contract work at all hours in a 24-7 economy. And they are producing these services in increasingly de-centralised workplaces, working in cafes rather than offices, and working from home in greater numbers than ever before. All of this is, of course, facilitated by the rise of the digital economy and online social networking, blurring the boundaries between private friendship and public business in a way that would put Amway to shame! There has seemingly never been a better, and easier time to start a business and work for ourselves, and the flexibility inherent in such arrangements should enable workers to better balance work and family life.
However, there is conjecture and evidence that structuring our modern working lives this way is having a severe impact on our family lives and connections. It is important to acknowledge that the ‘flexibility’ in our arrangements is often imposed upon us by bosses and the market, rather than chosen by us in a way that suits us and our family lives. Richard Sennett argues that work today is increasingly temporary and fractious, requiring that we commute to a multiplicity of locations (local, metropolitan, interstate, international), work all sorts of hours (including shiftwork), and live with an increasing precarity that disrupts our family lives and relationships.
The impacts of these changes fall disproportionately upon women. Women’s increasing movement into the workforce – rightly celebrated as emancipatory – has now become a necessity to pay the exorbitant cost of skyrocketing mortgages and rents in the never-ending Australian house price boom. Women are more likely to work multiple jobs, single mothers are moving into work in ever-greater number (thanks to recent changes in welfare payments), and yet they are still under-represented in senior business and management roles and suffer a gender wage gap of approximately $27,000 a year. The gender wage gap has been found to be much stronger at the upper levels of the private sector, with several multivariate studies (controlling for industry and career breaks) concluding this is clear result of discrimination against women obtaining high paying managerial positions.
In tandem with these inequities, the greater burden of unpaid work and childcare still falls on women. Women spend more hours working in every type of unpaid labour than men (except for gardening and outdoor tasks), and do more unpaid work even when they are the main breadwinner in a household.
These trends suggest that while a more flexible economy and work practices open up new opportunities for business and friendly working arrangement, there is need to redress structural problems that make these arrangements work against – rather than for – many of us. Addressing gender inequities in paid and unpaid work is paramount, and this involves not only a culture shift amongst (predominantly high-earning, private sector) men, but removing the incentives to keep such men in paid work to a greater degree than women – close the Gender Wage Gap, and improve the system of paid parental leave to encourage equal take-up by men. As a start – let’s fix the incentives!
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