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JOURNAL
172
Although job sharing is still seen as too radical by many companies, those that have
chosen to experiment with it include large businesses with conservative reputations.
One of Britain's
major banks, the National Westminster Bank, for example,
offers a
limited number of shared positions intended to give long-serving employees a break
from full-time work. British Telecom, meanwhile, maintains 25
shared posts
because,according to its personnel department, 'some of the job sharers might
otherwise have left the company and we are now able to retain them.'
Two wide-
ranging surveys carried out in the country in 1989 revealed the proportion of large and
medium-sized private-sector businesses that allow job sharing to be between 16 and
25 per cent. Some 78 per cent of job sharers, however, work in public-sector jobs.
Section E
The types
of jobs that are shared vary, but include positions that involve responsibility
for many subordinates. Research into shared senior management positions suggests
that even such high-pressure work can be shared between two
people with little
adjustment, provided the personalities and temperaments of the sharers are not vastly
different from one another. A 1991 study of employees working under supervisory
positions shared by two people showed that those who prefer
such a situation do so
for several reasons. Most prevalent were those who felt there was less bias in the
evaluation of their work because having two assessments provided for a greater
degree of fairness.
Section F
The necessity of close cooperation and collaboration when sharing
a job with another
person makes the actual work quite different from conventional one-position, one-
position jobs. However, to ensure a greater chance that the partnership will succeed,
each person
needs to know the strengths, weaknesses and preferences of his or her
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