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


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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    • "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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    • "Dunn and O'Brien (2014) reported a positive relationship between supportive work–family management and positive affect at work for both men and women, and this was in turn related to higher family satisfaction for mothers (of a child ,16 years) only. Smaller studies have not confirmed consistent gender differences in the relationship between WFE and work-related outcomes however, such as job satisfaction and job turnover (McNall et al., 2010b), work engagement (Siu et al., 2010) or employee commitment (Wayne et al., 2013). In the two studies to examine the work–family interface in a life-course approach (Erikson et al., 2010; Martinengo et al., 2010) it has been found the highest work-to-family and family-to-work conflict is the transition to parenthood and pre-school stages, despite work demands (hours, responsibility) increasing linearly across the life course. "

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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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