For vacation time to be truly restful, the onus is on both employers and employees.
Articles on Right to disconnect
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Whether you’re a worker wanting to switch off at home, or a small business owner with last-minute roster changes, here’s how it’s set to change your work.
Switching off phones or laptops when on holidays can help us get more out of our free time and relationships.
The right to disconnect targets the growing problems of constant connectivity and over-availability, and can lead to healthier work-life balance, improved productivity and more inclusive workplaces.
But there are ways to set useful boundaries.
Having a law that allows the right to disconnect is one thing, commitment to that right is another.
Advances in technology mean employers can keep tabs on workers long after the workday has finished. New Zealand needs to follow global examples and strengthen workers rights beyond the workplace.
New laws will soon give employees a legal right to ignore work-related communication outside their standard working hours.
With work at our fingertips at all hours of the day, it can be hard to disconnect. AI assistants may solve the problem – at least, that’s what big tech wants us to think.
Receiving calls from the boss after hours stresses workers and can put pressure on relationships. But this is set to change with an amendment to the Fair Work Act.
This Labour weekend we celebrate the eight-hour workday. But with technology blurring the line between job and home, we need to ask why our workplace law hasn’t kept pace with other countries.
The work-life balance is about more than shutting off devices or abstaining from emails and meetings after 6 p.m.
The best way to help employees disconnect from work is to allow them the autonomy to choose for themselves how, when and where to disconnect.
The right to disconnect can be the catalyst an organization needs to review its workplace policies. But what’s really needed is a cultural shift that gives workers more control over how they work.
What we want from our working environment in future needs to be explored now so that the needs of employees and employers are equally and fairly considered.
Top contributors
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Senior Lecturer in Commercial Law, Te Herenga Waka — Victoria University of Wellington
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Senior Lecturer in Organisation Studies, University of Edinburgh
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Research Associate Management, Work and Organisation, University of Stirling
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Professor of the Future of Work, Newcastle University
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Associate Professor, Human Resource Management and Business Consulting, University of Guelph
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Professor of Management, Deakin University
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Professor of Work and Labour Market Policy, University of Sydney
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Professor of Organizational Behaviour, University of Guelph
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Professor of Entrepreneurship, University of Stirling
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Postdoctoral Researcher, Institute for Communication, Culture, Information and Technology, University of Toronto
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Professor of AI and Analytics, Co-Director - La Trobe AI Institute, La Trobe University
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Professor of Law, Washington and Lee University
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Affiliate Researcher, Work and Organisational Studies, University of Sydney
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Associate Professor, University of Sydney Business School, University of Sydney
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Senior Lecturer in Strategy and Innovation, Curtin University