Family-Supportive Organization Perceptions and Organizational Commitment: The Mediating Role of Work-Family Conflict and Enrichment and Partner Attitudes

Journal of Applied Psychology (Impact Factor: 4.31). 04/2013; 98(4). DOI: 10.1037/a0032491
Source: PubMed

ABSTRACT The present study aims to explain the processes through which family-supportive organizational perceptions (FSOP) relate to employee affective commitment. We suggest multiple mechanisms through which this relationship transpires-(a) the focal employee's experience of work-to-family conflict and enrichment and (b) the attitudes of the employee's spouse/partner. Hypotheses are tested with data from 408 couples. Results suggest that employee FSOP is positively associated with employee commitment through both employee work-to-family experiences and partner attitudes. FSOP was positively related to employee work-to-family enrichment, which was positively associated with employee affective commitment. FSOP was negatively associated with employee work-to-family conflict, which related to a partner's more positive attitude toward the employee's work schedule and higher commitment to the employee's firm. Partner commitment was positively and reciprocally related to employee affective commitment. These relationships partially mediated the FSOP-employee affective commitment relationship and varied as a function of parental status and single- versus dual-earner couple status but not as a function of employee gender. Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2013 APA, all rights reserved).

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Available from: Tammy D Allen, Sep 29, 2015
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    • "Perhaps one of the most significant advances within the work–family literature recently is the goal of examining various processes occurring between germane work–family interface constructs (Eby et al., 2005). For example, Wayne et al. (2013) examined the process by which FSOP (at the individual level) is related to employee affective commitment. Thus, building on Hypothesis 1 that FSS precedes FSOP in the context of a flat organizational hierarchy, we argue that organizational-level perceptions of family supportiveness mediates the cross-level relationship between FSS and individual work-to-family conflict. "
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    ABSTRACT: Implicit to the definitions of both family-supportive supervision (FSS) and family-supportive organization perceptions (FSOP) is the argument that these constructs may manifest at a higher (e.g. group or organizational) level. In line with these conceptualizations, grounded in tenants of conservation of resources theory, we argue that FSS and FSOP, as universal resources, are emergent constructs at the organizational level, which have cross-level effects on work-family conflict and turnover intentions. To test our theoretically derived hypotheses, a multilevel model was examined in which FSS and FSOP at the unit level predict individual work-to-family conflict, which in turn predicts turnover intentions. Our hypothesized model was generally supported. Collectively, our results point to FSOP serving as an explanatory mechanism of the effects that mutual perceptions of FSS have on individual experiences of work-to-family conflict and turnover intentions. Lagged (i.e. overtime) cross-level effects of the model were also confirmed in supplementary analyses. Our results extend our theoretical understanding of FSS and FSOP by demonstrating the utility of conceptualizing them as universal resources, opening up a variety of avenues for future research. Copyright © 2015 John Wiley & Sons, Ltd. Copyright © 2015 John Wiley & Sons, Ltd.
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    • "agement, is directly related to work-family conflict. As a result of this, the work-family support given by manager and business may reduce work-family conflict (Kossek et. al., 2011). Besides , intense work time of individual is increasing work-family conflict; but business' support for participating family roles is reducing work-family conflict (Wayne et. al., 2013). Scandura and Lankau (1997) states that flexible working hours is a positive factor when it comes to performing family responsibilities and it affects the job satisfaction and loyalty levels."
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    • "Second, phenomena in this direction are more subject to influence by organizational practices (Grzywacz & Butler, 2005; Halpern, 2006; Holliday Wayne, Casper, Matthews, & Allen, 2013; Mesmer-Magnus & Viswesvaran, 2006; Wang & Walumbwa, 2007). Finally, high levels of work-to-family enrichment and low levels of work-to-family conflict have been associated with positive vocational attitudes (e.g., higher organizational commitment) and behaviors (e.g., lower turnover), suggesting potential gains to be realized by both employees and employers (Anderson, Coffey, & Byerly, 2002; Casper et al., 2011; Holliday Wayne et al., 2013; McNall, Nicklin, & Masuda, 2010; Russo & Buonocore, 2012). In the remainder of this article, we shall refer to work-to-family enrichment as " WFE " and work-to-family conflict as " WFC. "
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