Do Young Employees Satisfy Their Job Under Work Stress and Work-Family Conflict? Evidence from Resorts in Macau

Abstract

Young employees currently face vast work stress in their careers triggering conflict between work and family. This paper target to examine how work-family conflict affects job satisfaction and turnover intentions through work stress for younger employees. 450 questionnaires were collected from young dealers who work at six casinos in Macau. The findings show that work-family conflict (WFC) and family-work conflict (FWC) positively affect work stress and turnover intention, but do not directly influence job satisfaction. Work stress negatively affected job satisfaction and positively affected turnover intention, fully negatively mediated WFC and FWC towards job satisfaction, and part positive mediated WFC and FWC towards turnover intention. Work stress can directly influence turnover intention, and job satisfaction partially mediated work stress toward turnover intention. Finally, WFC and FWC will affect turnover intention through work stress on job satisfaction. We also proposed suggestions to improve job satisfaction for young dealers in casino management.

Full text

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Do Young Employees Satisfy Their Job Under
Work Stress and Work-Family Conflict?
Evidence from Resorts in Macau
Jinquan Zhou1, Bo Wendy GAO2, Wenjin He3, Gang He4
1Centre of Gaming and Tourism Studies, Macao Polytechnic University
2Faculty of International Tourism and Management, City University of Macau
3Beijing Institute of Polytechnic Zhu Hai, China
4Ph.D. Candidate in the Business School, Nanjing University, China
*Email: wendygao@cityu.mo
Abstract
Young employees currently face vast work stress in their careers triggering conflict
between work and family. This paper target to examine how work-family conflict affects job
satisfaction and turnover intentions through work stress for younger employees. 450
questionnaires were collected from young dealers who work at six casinos in Macau. The
findings show that work-family conflict (WFC) and family-work conflict (FWC) positively
affect work stress and turnover intention, but do not directly influence job satisfaction. Work
stress negatively affected job satisfaction and positively affected turnover intention, fully
negatively mediated WFC and FWC towards job satisfaction, and part positive mediated
WFC and FWC towards turnover intention. Work stress can directly influence turnover
intention, and job satisfaction partially mediated work stress toward turnover intention.
Finally, WFC and FWC will affect turnover intention through work stress on job satisfaction.
We also proposed suggestions to improve job satisfaction for young dealers in casino
management.
Keywords: Young Employee, Work-Family Conflict, Work Stress, Job Satisfaction,
Turnover Intention, Macau.
—————————— ——————————
A. INTRODUCTION
The rapid expansion of the Macau gambling industry in recent decades has
created a large labor requirement and attracted more students dropping out the
school to work in this sector. A survey disclosed young employment that young
employment intentions in Macau jobs in casinos or gaming-related industries (Lu &
Liu, 2007). One of the characteristics of the gaming industry is that the business is
open 24 hours /365 days a year. Accordingly, the staff needs to work shifts and often
work on weekends and public holidays. Long-standing service during the shift is
also one of the job requirements (Tate, 2001). Working overtime and irregular
schedules have become the norm for the gaming industry staff (Hashimoto et al.,
1996; Kim, et al., 2009). In addition, in the gaming industry, employees are required
to face-to-face communication with the guests and provide their inquiries with quick
responses (Back et al, 2010). This causes the staff to frequently work under stress,
and it brought some issues in family relationships, friendships, and personal health
(Wan & Chan, 2013). In today's fast-paced social environment, the gaming industry
is facing competition from globalization, the problems of employee turnover, tiring

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work, and low job satisfaction (Lv et al., 2017). Therefore, the problem that young
employees are faced with a sharp increase in pressure at work should attract the
attention of social systems (Lv & Liu, 2017).
There is a bundle of extant studies on the relationship between work-family
conflict, work stress, and work satisfaction (Bruck et al., 2002; Boyar et al., 2003).
Among the relationship between work and family studies, Frone et al. (1992) first
proposed a seminal research framework on work-family conflict. Their research is
focused on the effect of work-family conflict on depression. Kossek and Ozeki (1998)
only tested the work-family conflict (WFC) on job satisfaction. Subsequently, Boyar et
al. (2003) argue that it is necessary to distinguish the influence of the WFC from that
of family-work conflict (FWC). Few studies have focused on the mediation role of
work stress between work-family conflict and job satisfaction, turnover intention,
and related paths of the relationship, especially in the gaming industry (Feng, 2018;
Zhou & Zhou, 2013).
Young employees are especially prone to negative impacts on their work in
high-pressure work environments (Noe, 1996). In particular, the problems of job
adaptation, less than average work experience, uncertain career development goals,
and the low level of physical and mental health of young employees result in some
negative effects (d 'Haute Serre, 2000). Particularly in the case of young dealers, lack
of adequate training and experience, and non-recognition of their work by society
and family, become a common problem (Anderson et al., 2002). Work-family conflicts
mostly occur among employees under the age of 35 in casinos (Zhou & Zhou, 2013).
Young employees are prone to a negative impact on their work resulting from
work-family conflict (Zhou & Zhou, 2013). In the current literature on work-family
conflict, only some groups of certain population variables are used, such as
employees who are married with children (Greenhouse et al.,2001), and some studies
only consider employees from dual-career families, and even unmarried employees
and single-parent employees are excluded (Huyghe, 1997). A small amount of
literature focuses on young employees (Mihail, 2008). Hence, there is a research gap
on the relationship between work-family conflict, work stress, and job satisfaction for
young employees in casinos.
Based on the current situation of work-family conflicts among young
employees in the gaming industry, this paper aims to examine the proposed model of
work-family conflict, work stress, job satisfaction, and turnover intention. It also
examines the mediating role of work stress between work-family conflict, job
satisfaction, and turnover intention. And corresponding strategies will propose to
control and improve the conflict level of work-family for young dealers in Macau.
Further, it looks to reduce work stress and increase work efficiency. Its finding will
add one piece the supplement to the theory of organizational management.

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B. LITERATURE REVIEW AND HYPOTHESES
1. Work-Family Conflict and Job Satisfaction and Turnover Intention
A work-family conflict is a form of role conflict. Individuals generally play two
roles each day and it may be hard to cope when one role requires more involvement
than another. The conflict will occur when the two roles in the field of work and
family are in some ways incompatible (Greenhaus & Beutell, 1985). Work-family
conflict is a two-way concept and can be divided into two situations: family
interference with work (FIW), and work interference with family (WIF) (Gutek et al.,
1991; Michel et al., 2011). In general, it can be classified into three main conflicts: time
conflict, stress conflict, and behavior conflict (Greenhaus & Beutell, 1985). Whiston &
Cinamon (2015) further summarize the influencing factors of work-family conflicts
and employees' career development.
Job satisfaction refers to the feeling or emotional reaction of employees to their
role in the organization (Vroom & Yetton, 1973). It is a psychological cognition that
represents the overall attitude of employees toward work (Robbins & Coulter, 2002).
Employees can balance their satisfaction and dissatisfaction at different levels to form
overall job satisfaction (Kalleberg, 1977), which is an important variable affecting
employees' behavioral intention (Cronin et al., 2000). Previous studies have shown
that WFC significantly impacts employees' work and life (Stella et al., 2002; Michelet
al., 2009), and WFC has a negative correlation with job satisfaction, while it has a
positive correlation with depression and physical discomfort (Grandey et al., 2005;
Thomas & Ganster, 1995). Similarly, in a study of a group of college graduates, Wiley
(1987) stated that there is a negative correlation between family-work conflict and job
satisfaction. In addition, Bacharach (1991) also found that the impact of involvement
in work on the family would lead to a decrease in satisfaction. Furthermore, Allen
(2001) proposes that WFC can produce job-related outcomes, which include job
satisfaction. Wright and Abendschein (2014) confirmed that family-work conflict
could significantly predict job satisfaction.
Turnover intention can explain an employee's psychological motivation to
find another job, without any actual behavior toward leaving the organization.
However, the employees may decide to resign if they take a holistic assessment of
relevant issues before acting (Allen et al., 1999). The main impactors on employee
turnover include job-related, personal, and external issues (Cotton & Tuttle, 1986).
Job-related issues include salary, performance, organizational commitment, and job
satisfaction. Among them, job satisfaction and organizational commitment have
gained the attention of most researchers, because they directly and strongly affect the
turnover rate (Futrell & Parasuraman, 1984). In addition, WFC is also one of the
important factors affecting the turnover intention of employees. When the work led
to conflict with the family role, the most direct consequence is to cause the employee
to leave and find another job to balance the requirements of the WFC (Anderson et al.,
2002). The findings of previous studies show a positive relationship between WFC
and turnover intention, in that there is a significant relationship between WFC, job
satisfaction, and turnover intention. Both WFC and FWC can predict absenteeism,

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sabotage, turnover intention, and work interruptions due to family reasons
(Farquharson et al., 2012; Goff et al., 1990). The findings of hotel employees' studies
demonstrate that if front-line employees experience a high level of WFC, they would
be more willing to leave the organization (Karatepe, 2013; Yavas et al., 2008).
Front-line staff in the gaming industry often face work stress in a demanding
environment, such as long working hours, excessive workload, aggressive customer
behavior, and gamblers' lack of emotional control. Those negative work scenarios
cause various kinds of job insecurity for employees. In addition, dealers are prone to
personal emotional dissonance and exhaustion when faced with long hours, irregular
and inflexible work schedules, and demands to communicate with difficult
customers. A consequence will increase the WFC (Karatepe & Aleshinloye, 2009;
Karatepe & Olugbade, 2009; Karatepe & Uludag, 2008; Wong & Ko, 2009), under such
a situation, the staff may find it hard to balance the conflict between their work and
family roles (Deery, 2008; Karatepe & Ouludag, 2009; Magnini, 2009). Furthermore, a
large number of young people abandon school to join the gaming industry, and
young dealers may face work with inadequate training and lack of experience, as well
as the biased perception of society and their families toward their occupation. Hence,
young dealers are more prone to encountering WFC (Anderson et al., 2002). Based on
the above review, combined with the unique working environment of young dealers,
hypotheses are proposed as below.
H1a: There is a negative relationship between WFC and job satisfaction
H1b: There is a negative relationship between FWC and job satisfaction
H2a: There is a positive relationship between WFC and turnover intention
H2b: There is a positive relationship between FWC and turnover intention
2. WFC and Work Stress
Work stress is a non-specific psychological and physiological response mode,
which is not only expressed as mental stress but also reflects the non-specific
response of people to certain specific needs (Selye, 1956). Work stress has become a
critical issue in the management of many front-line employees (Law et al., 1995).
Once employees face high levels of WFC, they will encounter high levels of work
stress (Netemeyer et al., 2004). Stress tolerance is influenced by an individual's
attitude or perception towards stress and fed back by the person's cognitive system.
And the result of this feedback is the individual's cognitive assessment of stress
(Lazarus & Launier, 1978). Therefore, the essence of stress is the result of the
interaction between individual characteristics and environmental requirements,
which leads to the emergence of anxiety, and has physical, behavioral, and
organizational consequences (Blix, 1994; Munz et al., 2001). Previous studies proved
that a high level of WFC results in high psychological burnout and low job
satisfaction (Burke, 1988). Non-standard work hours and irregular work shifts have a
positive association with the WFC (Henly & Lambert, 2014; Mauno et al., 2015).
In a survey of casino employees, 75% of them believe that job dissatisfaction is
caused by job pressure, and 50% of them feel "a lot" to "moderate" work stress, which

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can also lead to alcohol and drug abuse, excessive eating, and gambling behavior
(Wu & Wong, 2008). Therefore, working in casinos, employees need a strong driving
force to restore balance and reduce their attitudes and behavior disorders (Jennifer et
al., 2013). In addition, young employees lack the skills to deal with the related high
level of work stress (Leiter, 1990), they cannot dependently control their emotions in
the face of traumatic work experiences, and thereby they will feel high work stress
and turnover intention (Holloway & Walllnga, 1990).
In general, the above discussion suggests that there is a relationship between
WFC, job satisfaction, and turnover intention. Young employees work in an
environment full of work interference with family conflict. Therefore, hypothesis
three is developed:
H3a: There is a positive relationship between WFC and work stress
H3b: There is a positive relationship between FWC and work stress
3. Work Stress, Job Satisfaction, and Turnover Intention
Most previous studies supported that work stress negatively impacts job
satisfaction. Work stress can be used as one of the predictors of job satisfaction, the
lower the level of work stress, the higher the level of job satisfaction. Work stress is
easy makes employees frustrated, and it thereby produces a feeling of dissatisfaction
(Buonocore & Russo, 2013; Jamal, 1990; Kinicki & Kreitner, 2006; Zhou & Zhou, 2013).
Work stress affects turnover intentions and has also gained researchers'
attention, which has been verified in the aspects of employee type and culture
(Applebaum et al., 2010; Bhutan et al., 2005; Netemeyer et al., 2004). Work stress is
positively related to turnover intention (Zhao et al., 2003; Aliya et al., 2019). There are
various types of work stress, so there must be a significant difference in the
relationship between work stress and job satisfaction. Brough et al. (2005) propose
that emotional exhaustion is one of the main indicators of work stress, which is used
to predict the voluntary resignation of employees. Similarly, in the study of hotel staff,
Applebaum et al. (2010) find that work stress directly affects the turnover intention of
front desk personnel. The greater the work stress, the higher the turnover intention,
and work stress affects the employee's job satisfaction, leading to low efficiency and
leaving the job.
Front-line gaming workers feel more stress than those in other industries. The
work stress of a dealer in the gaming industry comes from their work characteristics,
and the most vital pressure sources come from overtime at festivals and holidays, the
inconsistent pace of work and family life, and the irregular job rotation (Eggers &
Hsieh, 2011). In addition, the aggressive competition in the gaming industry in recent
years forces enterprises to adopt the business model of increasing income and
reducing expenditure, which in return, that raises increases the workload of
employees, which requires them to undertake additional work and responsibilities.
The consequence is an increase in work stress, dissatisfaction, and the turnover rate
of employees (Lv et al., 2017). Therefore, the gaming industry needs to analyze its

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direct and indirect factors for employee turnover (Wong, 2013). Based on the above
literature review, we propose hypotheses four to five as follows:
H4: There is a negative relationship between work stress and job satisfaction
H5: There is a positive relationship between work stress and turnover intention
4. Work stress, WFC, and job satisfaction
Work stress is a vital multifaceted concept, acting as an antecedent, mediator,
and dependent variable (Carlson, 1999; Edwards & Rothbard, 2000). In the service
sector, job satisfaction is an available predictor of turnover intention (Hwang & Kuo,
2006). Similarly, McNall et al. (2010) and Valentine et al. (2010) proved that job
satisfaction is the most effective predictor of turnover intention. Zhang et al. (2010)
stated that there is a significant negative correlation between turnover intention and
job satisfaction, the higher the employee's job satisfaction, the lower the turnover
intention. Chen et al. (2011) demonstrated that WFC has progressive effects on
turnover intention through work stress and job satisfaction. The conflict between
work intervention with family is significantly higher than that between family
intervention with work, and the conflict between work intervention and the family
has an indirect effect on job satisfaction through work stress (Lu & Shi, 2002). Work
stress fully mediates WFC toward turnover intention (Chelariu & Stump, 2011; Gao &
Zhao, 2014). Based on the above literature review, hypotheses six to eight are
proposed below:
H6a: WFC decreases job satisfaction toward work stress
H6b: FWC decreases job satisfaction toward work stress
H7a: WFC increases turnover intention toward work stress.
H7b: FWC increases turnover intention toward work stress.
H8a: WFC increases work stress toward job satisfaction and negatively affects turnover
intention.
H8b: FWC increases work stress toward job satisfaction and negatively affects turnover
intention.
C. METHODS
1. Scale
The scales of each construct were adopted from previous studies. The six items
of work-family conflict and the six items of family-work conflict were selected from
the studies of Carlson et al. (2000), Netemeyer et al. (1996), Grandey et al. (2005), and
Chelariu and Stump (2011). The scales of work stress and turnover intention were
referred to by Chelariu and Stump (2011). The four job satisfaction items were
referred to in the study of Boonzaier et al. (2001). The 5-point Likert- type scale was
adopted.
2. Data
The non-random convenience sampling method was chosen. The target
sample was young dealers working at casinos from 18 to 35 years old. The pilot test

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was conducted in December 2017 to ensure good reliability and validity of the
questionnaire. The results confirmed that the items of each variable on the
questionnaire were valid and reliable, as each of Cronbach's alpha values was higher
than 0.7 (Creswell & Creswell, 2018). The self-administrate survey was conducted
from January to March 2018 in the six casinos in Macau. A total of 550 questionnaires
were distributed to the target samples, and 450 questionnaires were useable for the
final analysis.
The gaming industry has been expanding rapidly in Macau, and labor is
needed in a short period. The labor force is very scarce. The high salaries attract an
increasing student who withdraws from school to work in the gaming industry. The
demographic information is presented in Table 1.
Table 1 Demographic information of the participants
Gender
Percentage %
Working companies
Percentage %
Male
43.6
SJM Holdings Limited
23.1
Female
56.4
Galaxy Entertainment Group
14.7
Marital status
Percentage %
Venetian Macau
19.1
Married
59.7
Wynn Palace
15.3
Unmarried
37.6
Melco
14.0
Other
2.7
MGM Macau
13.8
Educational background
Percentage %
Working experiences
Percentage %
Middle school or below
27.8
2 years or below
32.4
High school
51.3
2.1 - 4 years
30.7
4-year university
18.7
4.1 - 6 years
19.6
postgraduate or above
2.2
6.1 years or above
17.3
Various statistical methods were employed to examine the relationships
between the developed constructs. The software IBM SPSS 22 was used to summarize
the demographic information of the samples and test the validity and reliability of the
scales of each construct. A total of 23 scale items were formed in the survey, six items
with low factor loading values were below 0.65 on their corresponding construct and
therefore were discarded during the reliability analysis. Then, the Mplus 7.0 was
applied to conduct confirmatory factor analysis (CFA) and structural equation
modeling (SEM).
D. RESULTS
1. Confirmatory Factor Analysis
Composite reliability (CR) was used to examine the reliability of constructs, in
which CR is selected rather than Cronbach's Alpha by Peterson and Kim (2013)
when Cronbach's Alpha is explored as “a lower bound” and hence may not be
efficient to demonstrate true reliability in a multi-factor model. Therefore, CR is a
popular alternative coefficient alpha, where it is usually calculated as part of SEM. A
CR value of 0.7 or higher means good reliability (Churchill, 1979; Hair et al., 1998). In

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this study, the CR values ranged from 0.75 to 0.84 (see Table 2), meaning that the
reliability of constructs was high.
Table 2 Confirmatory Factor Analysis for the Measurement Model
Items
Factor Loadings
AVE
CR
WFC
0.474
0.78
The amount of time my job takes up makes it difficult to
fulfill family responsibilities
0.700
Because my work is so demanding when I am irritable at
home.
0.641
I am often so emotionally drained when I get home from
work that it prevents me from contributing to my family.
0.734
After work, I come home too tired to do some of the
things I’d like to do.
0.674
FWC
0.562
0.84
Family-related strain interferes with my ability to
perform job-related duties.
0.702
Due to stress at home, I am often preoccupied with
family matters at work.
0.754
I’m so tired from all the things I have to do at home that
it’s hard to have the energy to do my job
0.818
My home life interferes with my responsibilities at work.
0.720
Work Stress
0.494
0.75
I sometimes feel weak all over
0.693
I often “take my job home with me” in the sense that I
think about it when doing other things
0.692
I feel fidgety or nervous because of my job
0.722
Job Satisfaction
0.579
0.80
Generally speaking, I am satisfied with this job.
0.791
I seldom think of quitting this job.
0.642
I am generally satisfied with this kind of work I do this
job.
0.836
Turnover Intention
0.539
0.78
I frequently think I would like to change my job
situation
0.733
I am constantly searching for a better alternative
0.751
I often think about quitting my present line of work
0.717
Discriminant validity results are presented in Table 3. Discriminant validity
can be constructed when both maximum shared variance (MSV) and average shared
squared variance (ASV) are lower than AVE for all constructs (Hair et al., 2006).
Furthermore, the CFA result showed that the constructs measured are
distinguishable from each other.

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Table 3 Validity Test
CR
AVE
MSV
ASV
WFC
0.782
0.474
0.272
0.065
FWC
0.837
0.562
0.272
0.082
WS
0.745
0.494
0.169
0.125
JS
0.803
0.579
0.299
0.156
TI
0.778
0.539
0.299
0.099
CR - composite reliability; AVE - average variance explained; MSV - maximum shared variance; ASV - average
shared squared variance; WFC –work-family conflict; FWC–family-work conflict; WS – work stress; JS –job
satisfaction; TI – turnover intention
Table 4 presents the value of the mean, standard deviation, and correlation
coefficient for each variable. As a result, the correlation coefficient means significant
correlations between each construct. WFC is positively related to work stress (r=.37,
p<0.01), and turnover intention (r=.20, p<0.01), and negatively associated with job
satisfaction (r=-.15, p<0.01). FWC is also positively associated with work stress (r=.35,
p<0.01), and turnover intention (r=.14, p<0.01), and negatively related to job
satisfaction (r=-.23, p<0.01). Finally, job satisfaction had a significant negative
correlation with turnover intention (r=-.55, p<0.01).
Table 4 Mean, SD and Correlations a
Mean
SD
1
2
3
4
5
6
7
8
9
10
1. Gender
0.56
0.50
(-- )
2. Age
2.03
0.77
-.07
(--)
3. Marital
status
2.09
0.94
.02
.55**
(--)
4. Education
1.95
0.74
.00
-.33**
-.28**
(--)
5. Tenure
2.22
1.08
- .02
.43**
.31**
-.19**
(--)
6. WFC
3.31
0.80
.03
-.13**
-.08
.04
-.09
(0.78)
7. FWSC
3.05
0.82
-.06
-.13**
-.02
-.03
-.08
.52**
(0.84)
8.Work
stress
3.32
0.
75
-.01
-.22**
-.11*
-.01
-.09
.37**
.35**
(0.75)
9.Job
satisfaction
3.0 9
0.69
.06
.20**
.17**
-.03
.00
-.15**
-.23**
-.28**
(0.80)
10.Turnover
intention
3.44
0.82
-.11*
-.28**
-.31**
.05
-.12**
.20**
.14**
.41**
-.55**
(0.78)
a n = 450; reliability coefficients for the scales are in parentheses along the diagonal.
* p < 0.05; ** p < 0.01
2. Hypotheses Test
To explore the relationships between work-family conflict, family-work
conflict, work stress, job satisfaction, and turnover intention, the SEM method was
used to examine the proposed model, where common method bias was examined
via a common latent factor. We conducted the CFA model with the common latent
factor and calculated the ratio of the common latent factor to the total variance
(Williams et al., 1989). We found the ratio of the common latent factor to total
variance was 2.02%, was less than 25%. Thus, there was no obvious common method
bias in this model.

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CFA results indicated that the hypothesized 5-factor measurement model has
well fit data with χ2 (109) =330.91, p<.001, comparative fit index (CFI)=.93,
Tucker-Lewis index (TLI)=.91, root mean square error of approximation
(RMSEA)=.067, standardized root-mean-square residual (SRMR)=0.050. All
indicators loaded significantly on their corresponding factors (P<.001). Furthermore,
to compare this hypothesized 5-factor measurement model, 10 possible 4-factor
models were formed by combining any 2 of the 5 focal factors. The results
demonstrated that the hypothesized measurement model had better fit data than all
4-factor models (92.14⩽ Δχ2 [Δdf = 4] ⩽ 571.48, P<.001) (see Table 5). Thus, these
results provided support for the distinctiveness of the focal constructs.
Table 5 Model Fit Results for Confirmatory Factor Analyses a
a N = 450. All alternative models were compared with the hypothesized four-factor model. All 2’s are
significant at p < .001. Abbreviations: CFI is the comparative fit index. RMSEA is the root-mean-square error of
approximation. SRMR is the standardized root-mean-square residual. TLI is the Tucker-Lewis index.
WFC–work-family conflict; FWC–family-work conflict; WS–work stress; JS –job satisfaction; TI–turnover
intention
The SEM results are presented in Figure 1. The RMSEA value was 0.052 below
the cut-off point (0.08) which indicates a good model fit (Hair et al., 1998). The χ2/df
ratio value is 2.217 (χ2= 392.48; df = 177) locked between 1 and 3. That indicates a
good adjustment of the sensitivity of the chi-square with a large sample size (Bentler,
1995). CFI is 0.931, and TLI is 0.914, which is higher than the cut-off point (0.9) (Hu &
Bentler, 1999). Therefore, the measurement model presented satisfactory
goodness-of-fit indices.
Models
2
df
2(df)
CFI
TLI
RMSEA
SRMR
1. Hypothesized 5-factor model
330.91
109
—
0.93
0.91
0.067
0.050
2. 4-factor model (combine WFC and FWC)
545.73
113
214.82(4)
0.86
0.83
0.092
0.063
3. 4-factor model (combine WFC and WS)
529.30
113
198.39(4)
0.86
0.83
0.090
0.071
4. 4-factor model (combine WFC and JS)
855.52
113
524.61(4)
0.75
0.70
0.121
0.122
5. 4-factor model (combine WFC and TI)
858.33
113
527.42(4)
0.75
0.70
0.121
0.113
6. 4-factor model (combine FWC and WS)
588.35
113
257.44(4)
0.84
0.80
0.097
0.083
7. 4-factor model (combine FWC and JS)
902.39
113
571.48(4)
0.74
0.68
0.125
0.124
8. 4-factor model (combine FWC and TI)
900.64
113
569.73(4)
0.74
0.68
0.124
0.127
9. 4-factor model (combine WS and JS)
611.54
113
280.63(4)
0.83
0.80
0.099
0.089
10. 4-factor model (combine WS and TI)
573.07
113
242.16(4)
0.85
0.82
0.095
0.086
11. 4-factor model (combine JS and TI)
423.05
113
92.14(4)
0.90
0.88
0.078
0.054

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Figure 1. Structural Path Coefficients
The hypothesis test results are shown in Table 6, where H1a, H1b, H2a, and
H2b are not supported and the other 10 hypotheses are statistically significant. As a
result, work stress is fully mediated by both the influence of work-family conflict and
family-work conflict on job satisfaction, but work-family conflict and family-work
conflict do not directly influence job satisfaction. However, job satisfaction is partially
mediated by both the influence of work-family conflict and family-work conflict
toward turnover intention via work stress. Work stress can directly influence
turnover intention. Besides, family-work conflict can influence turnover intention
directly. For the following mediating effects, the ranges of the standardized estimated
value ranged from 0.059 to 0.179 with significant p-values (p < 0.1) that proved the
theorized links between work-family conflict/family-work conflict → work stress →
job satisfaction/turnover intention Based on the results, it is confirmed that there
were mediating effects between these factors. Table 6 also shows the results of the
mediating effect.
Table 6 Results of hypothesis tests
Hypotheses (Hs)
Standard Regression weight
Support
H1a: WFC→JS
0.032
No
H1b: FWC→JS
-.129
No
H2a: WFC→TI
0.026
No
H2b: FWC→TI
-0.183*
No
H3a: WFC→WS
0.35***
Yes
H3b: FWC→WS
0.25**
Yes
H4: WS→JS
-0.33**
Yes
H5: WS→TI
0.28**
Yes
H6a: WFC→WS→JS
-0.116*
Yes
H6b: FWC→WS→JS
-0.084†
Yes
H7a: WFC→WS→TI
0.098*
Yes
H7b: FWC→WS→TI
0.072†
Yes
H8a: WFC→WS→JS→TI
0.081*
Yes
H8b: FWC→WS→JS→TI
0.059†
Yes
WFC –work-family conflict; FWC–family-work conflict; WS – work stress; JS –job satisfaction; TI – turnover
intention. † p<0.1, * p<0.05, ** p<0.01
***p < 0.001; **p < 0.01; *p < 0.05; Chi-square = 392.48; p-value = .000; degree of freedom = 177; Chi-square/degree of
freedom = 2.217; CFI = .931; TLI = .914; RMSEA = .052.
WFC –work-family conflict; FWC–family-work conflict; WS – work stress; JS –job satisfaction; TI – turnover int
ention

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E. DISCUSSION
The research results show that the work-family conflict of young employees
has a significant positive relationship with work stress, which supports the
conclusion of Holloway and Wallonia (1990), indicating that the conflict of the
work-family generates work stress in young employees, and fully proves that the
pressure of young employees comes from the sacrifice of their family and personal
life (Cleveland & Laroche, 2007; Karatepe, 2013). Work stress had a significant
negative impact on job satisfaction, which is consistent with the research conclusions
of Zhou & Zhou (2013), but only a unilateral negative relationship. Work stress had a
significant positive impact on turnover intention, which supports the conclusions of
Netemeyer et al. (2004), Bhutan et al. (2005), and Applebaum et al. (2010). Therefore,
special work stress may cause young employees to choose to quit. The research
results showed that work stress had a mediating role in the work-family conflict
affects individual job satisfaction and turnover intention, in the group of young
employees, work stress can fully mediate the work-family conflict with a negative
impact on job satisfaction, partially mediating the work-family conflict with the
positive impact on turnover intention. This indicates that the greater the work-family
conflict faced by young employees at work, the greater the action stress of
individuals will be, and the lower the job satisfaction and the higher the turnover.
In this study, a new finding showed that there is no significant correlation
between work-family conflict and job satisfaction; without being mediated by work
stress, and there was a negative relationship between work-family conflict and
turnover intention, which does not online with previous studies demonstrated that
work-family conflict has a significant impact on job satisfaction, and positively
correlates the turnover intention. But those previous studies were not distinguished
the employees' age groups in their research (Zhou & Zhou, 2013). As a result of the
above analysis, the current situation of young people in Macao is that they are
leaving school and joining the gambling industry at an early age. This may result in
young employees being satisfied with their jobs with high incomes in the gambling
sectors and ignoring the impact of conflicts between work and family. Part of this
might be explained as follows. Firstly, due to the local protection policy, there is no
competition for the dealer position, because this position is not allowed to provide
non-permanent Macau residents and there are no higher education requirements.
Besides the high salary, casino operators provide sufficient organizational support to
reduce work stress. Furthermore, the mediation of the role of work stress did not
negatively affect the relationship between work-family conflict and turnover
intention. This can be explained as work stress increases turnover intention, but
work-family conflict can weaken turnover intention. Job dissatisfaction is just one
reason for leaving (Karatepe & Sokmen, 2006). In addition, there is a shortage of
manpower to fill the dealer positions in Macau. Therefore, the salary is high for this
position and it attracts more young people. Moreover, work-family conflict can
directly affect the psychological health of employees, so work-family conflict should
be treated as a social problem (Cooklin et al., 2016), and the psychological disturbance

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of employees plays a mediating role between work-family conflict and alcoholism
behavior (Wolff et al., 2013). Other studies have found that group norms and
workplace culture may encourage gambling, and young dealers are more likely to
have gambling problems because gambling can reduce work stress (Hing & Breen,
2008). Work-family conflict may make young employees more willing to work in a
gambling environment to reduce the discomfort caused by such conflict and thus
reduce turnover.
Moreover, the findings presented that the turnover intention of young
employees is very complex, and the work-family conflict can partially buffer
turnover intention, and leave is influenced by other factors. In addition, job
dissatisfaction is not only caused by the working environment but also related to
personal preferences (Sturges, 2002), as well as other organizational factors and the
career plans of young employees (Sturges et al., 2005).
In addition, the work-family conflict had more impact than family-work
conflicts. This indicates that the work impact on family conflict is relatively high,
while the family impact on work conflict is relatively low in the gaming industry.
This finding supports the results of Lu & Shi (2002). The gender, marital status,
educational background, and length of work of the young dealers have no significant
difference in the conflict between working and family, but there is a significant
difference among the age groups.
Young female dealers had a higher level of job satisfaction than young male
dealers, and there is no significant difference between their educational background,
organization, and working experience. In terms of age and marriage, young dealers,
who are married and have children, had higher job satisfaction, which supports the
results of Zhou & Zhou (2013). The young dealers between 21-25 years old had the
lowest job satisfaction, followed by those 26-30 years old group dealers. Due to the
characteristics of young employees' life stages and careers, they were more sensitive
and concerned about issues such as work remuneration and promotion prospect, and
their job satisfaction was more likely to fluctuate under the influence of external
factors.
The younger the age, the stronger the turnover intention, which is consistent
with the results of Cho et al. (2009), and there is no significant difference between
gender and educational background. Among them, 21-25 years old showed the most
significant turnover intention, followed by 26-30 years old. The turnover intention of
unmarried and married without children was higher than that of married ones with
children, and unmarried ones were the most prominent. The turnover intention of
dealers of MGM mirage was significantly higher than that of dealers of Melco. The
left level of 2-4 years of working experience was high, and the turnover intention
decreased with the increase of age, which is consistent with the results of Bluedorn
(1982), and Fochsen et al (2005). The findings of the study were also consistent with
the principle of 2-3-2, which means young employees will leave after working for 2
years. The implication of the results indicates that the more experienced the
employees are, the less willing to leave. The younger employees had a strong

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turnover rate (Mohsin et al, 2013). The young dealers may not have a career plan, so it
is important to cultivate a sense of organizational belonging for the young employees
and establish an appropriate organizational support system (Claes &
Ruis-Quintanilla, 1998).
F. CONCLUSION
The proposed model of work-family conflict, work stress, job satisfaction, and
turnover intention has been examined. Considering the influence of the working
situation on family life, the organization should develop a plan of work-family
balance for young employees at the initial stage of their career, taking appropriate
measures to coordinate the relationship between the individual, family life, and
professional work (Raabe et al., 2007). Reducing work-family conflicts can relieve
work stress, improve job satisfaction, and avoid the turnover rate of employees.
This study only focused on a single dimension of job satisfaction, in the future,
it is better to conduct multi-dimensions of job satisfaction, such as internal
satisfaction and external satisfaction. Similarly, turnover intention was studied as a
single dimension, and personal and external factors could be added in future
research to make the study more comprehensive. In terms of the research scale, this
study adopted the research scale developed by previous researchers and carried out
partial correction. Due to the unique working environment and characteristics of the
gambling industry in Macao, it is suggested that future researchers could consider
the characteristics of the research object and develop a more appropriate research
scale.
ACKNOWLEDGMENTS
This paper is supported by the Macao Polytechnic Institute Foundation
(RP/CJT-03/2021) and the Higher Education Fund of the Macao SAR Government
(HSS-IPM-2021-02).
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