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We give a quantitative analysis of the nature of occupational change -based on the utilisation of skills -as women make the transition between full-time and part-time work. We show that one-quarter of women moving from full-to part-time work experience downgrading. Women remaining with their current employer are less vulnerable and the availability of part-time opportunities is far more important than the presence of a pre-school child in determining whether a woman moves to a lowerskilled occupation. These findings indicate a loss of economic efficiency through the underutilisation of the skills of many of the women who work part-time.Part-time work by women has been a major source of employment growth in the UK over the past 30 years, and around 40% of women now in work are in part-time jobs. Much of this growth reflects its increasing role as the route by which women combine continuing labour market participation with home and family responsibilities particularly during the childcare years. As is widely documented, part-time work in the UK is disproportionately concentrated in low reward, low status jobs (Manning and Petrongolo, 2008;Grimshaw and Rubery, 2001;Blossfeld and Hakim, 1997;Hakim, 1998). It can be argued that, in the context of women's work-family preferences, inferior conditions, notably lower pay, are not necessarily evidence of discrimination or disadvantage. Women may choose to accept lower labour market rewards in return for other benefits they perceive in part-time work, such as shorter hours or the timing of the work week. However, an insidious dimension of the growth of part-time work is the movement of women from ÔbetterÕ jobs into lower-skilled occupations where part-time opportunities are more readily available and they can find the flexibility in working hours that they seek. Moving to part-time jobs at a lower occupational level than if they were to continue in full-time work implies underutilisation of their actual and potential human capital -referred to in a recent report by the Equal Opportunities Commission (2005) as the Ôhidden brain drainÕ of women's part-time work. This hidden brain drain, where women working part-time are employed in jobs below their levels of education and qualifications, is clearly in conflict with national strategies of improving educational attainment and raising skills at the workplace. It poses significant issues of economic efficiency as well as gender equity.The Equal Opportunities Commission identified the Ôhidden brain drainÕ through two sets of questions in a qualitative survey. Respondents were asked first whether they had previously held jobs which involved more supervision or management of staff, or needed a higher level of qualifications or skills than were required in their current job, and then more broadly whether they were working in jobs which did not use their latent potential (Darton and Hurrell, 2005). In this article we focus on the first aspect:

We investigate the positive relationships between High Performance Work Practices (HPWP) and employee health and well-being, and examine the conflicting assumption that high work intensification arising from HPWP might offset these positive relationships. We present new insights on whether the combined use (or integrated effects) of HPWP has greater explanatory power on employee health, well-being, and work intensification compared to their indicate that the combined use of HPWP may be sensitive to particular organizational settings, and may operate in some sectors but not in others.Key words: High performance work practices, human resource management, employee health, well-being, and work intensification. 2 IntroductionHigh Performance Work Practices (HPWP) are a set of unique but interdependent Human Resource Management (HRM) practices aimed at developing a more effective organization. They typically include training, team working, job autonomy, and practices that optimize employees' skills, motivation, and opportunity to exert discretionary effort (Appelbaum, Bailey, Berg & Kalleberg, 2000). The mainstream view holds that HPWP promote positive employee outcomes such as job satisfaction, commitment, trust, and psychological health (Van De Voorde, Paauwe & Van Veldhoven, 2012); however, studies investigating the ways in which HPWP might be detrimental to employees are generally scarce.Researchers have paid little attention to understanding the relationship between HPWP and work intensification (i.e., the feeling that work is more intense), and how this might offset any positive link between HPWP and employee health and well-being. Thus, the question of whether HPWP impact positively on employees' experiences of work, or are used as a managerial ploy to exploit employees, is unclear. The present study seeks to address these issues by examining data from the 2004 British Workplace Employment Relations Survey (2004 WERS), and comparing findings to data from the 2010 British National Health Service (NHS) Staff survey. The study investigates the extent to which employees' reaction to HPWP as described in the context of a nationally representative sample is comparable to a more specific context, the public healthcare sector.A common theme in HPWP research is that individual HRM practices should be used together in coherent bundles (integrated effects), rather than independently (isolated effects), to achieve a better impact on outcomes. But is there strong analytic evidence for this assumption? In fact, little progress has been made since Ichniowski, Shaw and Prennushi's (1997) seminal study in gathering evidence on whether HPWP have greater explanatory power on outcomes if analyzed in combination, rather than in isolation. To our knowledge, no study 3 has systematically compared the integrated and isolated effects of HPWP on employee health and well-being in a single analysis. This is unsatisfactory as one cannot identify best practices in the HPWP-employee health or well-being relationship without examin...

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