Search results

The purpose of this paper is to examine two important family roles, financial and caregiver, and their impact on four relevant outcome variables: absenteeism, partial absences, employee performance, and life satisfaction; they also explore the intervening impact of core self-evaluations (CSE) among these relationships.

Data are collected using a questionnaire and actual employee performance data. Hypotheses were assessed in a structural model using LISREL.

The results demonstrate the impact of family roles on important outcomes, such as absenteeism and life satisfaction, as well as limited support of the moderating impact of CSE. Further, life satisfaction was significantly impacted by family roles and influenced job performance.

Although the measures were self-reported, actual job performance data were collected from company records; such a design should limit the risk of common method variance (Podsakoff et al., 2003).

Two family roles were shown to impact life satisfaction and these were positively moderated by CSE. Therefore, organization can develop family-friendly programs and policies to support employee’s multiple family roles in an effort to increase employee’s levels of life satisfaction and job performance. Incorporating CSE in the hiring process or providing employees with the skills and abilities to enhance their level of CSE should impact job performance.

The study contributes by assessing family roles using gender-neutral measures that assess level of role engagement. It also incorporates a dispositional variable, CSE, and its relation to family roles and job performance.

The current study seeks to argue that the constructs of work demand and family demand have been neglected in the work‐family conflict (WFC) literature. The authors aim to help clarify the definition and utilize direct measures of perceived work and family demand to test main effect, mediated, and interactive hypotheses.

A sample of 698 university employees participated in a comprehensive computer survey that considered various manifest indicators and multiple scales across work and family domains. Moderator hierarchical regression and LISREL 8.0 were used in analyzing the data.

The results indicate that both forms of demand have significant direct effects on work interfering with family (WIF) and family interfering with work (FIW). Both demand constructs partially mediate the effects of three categories of domain variables on the two forms of conflict. Finally, the work demand‐WIF relationship is found to be stronger for those with relatively high family centrality.

A cross‐sectional design was used and may be problematic when examining relationships that occur over time. Further, capturing all scales with a single survey could result in common method bias, which may have inflated the predictive relationships.

Organizations can work to reduce WFC by adopting family‐friendly programs that help employees balance work and family demands. Specifically, this study implies that organizations should find ways to hold constant or reduce perceptions of work and family demand, along with other direct antecedents of WIF and FIW.

This study provides a relatively comprehensive model of antecedents that can be useful in future research. The authors also examine interactive effects of demand and work‐family centrality on conflict using direct measures of perceived demand. Methodologically, the research improves on some past studies by measuring perceived demand directly and by not narrowing our sample to employees who are married or those with children. Hopefully, these contributions will help stimulate continued growth in the work‐family literature.

The purpose of this paper is to develop a comprehensive measure of social support to include within and across domain support from the organization, supervisor, coworkers, and family for two types of support, emotional, and instrumental.

Four diverse samples were used in an iterative process to develop and provide an initial validation of the 16 dimensions of social support.

The results provide support for the development and initial validation of the 16 dimensions of social support.

A cross-sectional design was used and may be problematic when examining relationships that occur over time. Further, capturing all scales with a single survey could result in common method bias, which may inflate predictive relationships.

A comprehensive measure of social support can assess the differential effect of various types of social support, which can help in identifying unique work-family variables. The multidimensional measure will allow organizations to better diagnose and address performance issues related to a particular type of support.

The study develops a comprehensive measure of social support that can be useful for organizations wanting to diagnose potential support-related issues that may impact important outcomes.

The purpose of the current paper is to continue assessment of the construct and predictive validity of the Netemeyer et al. Work Family Conflict (WFC) and Family Work Conflict (FWC) scales while reassessing the scales for possible improvements.

Data were collected from workers in a poultry processing plant to reassess Netemeyer et al.'s WFC and FWC scales. Carlson et al. were unable to include Netemeyer et al.'s items in constructing and validating their new measures of WFC and FWC. This paper assesses and extends the validation of the Netemeyer et al. scales.

This study supports the notion that a reduced model of both scales (four items for WFC and three items for FWC) fit the data in the sample better than the original five‐item measures presented by Netemeyer et al. By deleting items from each scale more variation in the constructs was accounted for and reduced unexplained error. By clarifying the measurement of WFC and FWC, the substantive predictive model in the paper was supported. In addition, both WFC and FWC predicted individuals' intention to quit, indicating potential predictive validity for these modified scales.

While this is a reassessment of a previously used scale, the improvements in functionality (decreased items needed for assessment) and potential for predictive validity of the modified scales result in an exciting new avenue for WFC and FWC research.

This paper explores the role of individual goal orientation on the self‐management work process and how individual goal orientation may impact self‐managed work team (SMWT) effectiveness. Supervisory encouragement, team member goal orientation, and work team behaviors are included in a conceptual model of work team effectiveness. Propositions addressing the relationships between goal orientation, encouraging supervisory behaviors, and self‐managed work team effectiveness are offered and practical implications addressing the usage of goal orientation as a selection tool for self‐managed work teams and the need for external supervisors to encourage certain work team behaviors to promote work team effectiveness are discussed.

Emerging and future changes in workforce diversity have caused a need to examine the potential impact of these changes on all areas of the firm. One area of special interest is that of top management team (TMT) diversity. With more diverse TMTs on the horizon, there is potential for both conflict and performance gains as a result of increased diversity at the highest levels of organizations. This paper examines diversity in top management teams and the potential impact of TMT diversity upon firm performance. Issues surrounding TMTs, upper echelon theory, and team heterogeneity are examined and propositions are offered as potential avenues for empirical research. Managerial implications and future research directions are also discussed.

The purpose of this paper is to develop turnover reasons and assess their importance for various family role configurations. Specifically, the authors were interested in whether high levels of family financial obligation related to family‐related turnover reasons and whether low levels of family financial obligation related to job‐related turnover reasons.

The authors used both qualitative and quantitative methods to develop and test the turnover reasons; this involved conducting interviews and pilot testing the turnover items, which were evaluated with factor analysis. The main study was analyzed using MANOVA.

The authors developed six turnover reasons that help explain why individuals were leaving their jobs. It was also found that employees with relatively low financial obligation were more likely to leave the organization because of lack of managerial support, job content and high levels of work‐related stress.

The measures in this study were cross‐sectional, participants were employees in the information technology/business process outsourcing (IT/BPO) sector, and the study included a single‐country. Future studies can focus on multiple industries and countries and use objective variables in determining key relationships.

The study's results show the major reasons for turnover, both at an individual and organizational level, which include managerial support, job content and work‐related stress; each was particularly significant for those married without children in a dual‐earner situation.

The paper contributes by examining, for the first time, the relationships between family demographic profiles and turnover reasons for Indian IT/BPO workers.