Job satisfaction and work–family policies through work-family enrichment

Abstract

Purpose

The purpose of this paper is to analyze the effect of a bundle of work–family policies on employee’s job satisfaction and (affective) organizational commitment, by using work–family enrichment and conflict as explanatory.

Design/methodology/approach

Empirical study is conducted with a sample of 322 employees from 30 Spanish firms that have been granted with the “Flexible Firm Award” or have been certified as “Family Responsible Firms.” Structural equation modeling is used to test hypotheses.

Findings

The results show that the higher the use of work–family policies the more positive effects on work–family enrichment and conflict, and that job satisfaction is positively related to (effective) organizational commitment.

Research limitations/implications

This is a cross-sectional study which may limit the establishment of causal relationships.

Practical implications

Work–family policies may constitute a relevant management tool to balance work and family life by making employees more interested in their jobs, enhancing their well-being and reducing the conflicts between work and family domains. The positive role of work–family enrichment contributes to enhance employees’ job satisfaction and, at the same time, to increase their organizational commitment. Managers should pay attention at how work–family policies are justified because they may influence differently on their outcomes on satisfaction and commitment.

Originality/value

There are two main original contributions of the paper. First, the authors study the joint effect of work–family policies on different dimensions of enrichment and conflict. Second, the authors analyze the relationship between different dimensions of enrichment and conflict on job satisfaction and organizational commitment.

Citation

Martinez-Sanchez, A., Perez-Perez, M., Vela-Jimenez, M.-J. and Abella-Garces, S. (2018), "Job satisfaction and work–family policies through work-family enrichment", Journal of Managerial Psychology, Vol. 33 No. 4/5, pp. 386-402. https://doi.org/10.1108/JMP-10-2017-0376