Are organizations shooting themselves in the foot?

Abstract

Purpose To examine the direct effects of work domain variables on family‐to‐work conflict (FWC), beyond their indirect effects via the mediating variable of work‐to‐family conflict (WFC), and sex differences in the effects of work role expectations and supervisor support on FWC. Design/methodology/approach A survey was conducted among 208 UK public sector employees. Hierarchical multiple regression analysis tested main and moderating effects of work domain variables and sex on FWC. To test for mediation, the procedure recommended by Baron and Kenny was used. Findings Work domain variables had a significant effect on FWC above and beyond the effects of family domain variables, and independent of WFC. The relationship between work role expectations and FWC was found to be significantly stronger for men than for women. Research limitations/implications The cross‐sectional design of the study does not permit firm conclusions regarding causality, and the results may be influenced by common method bias. Practical implications In the face of evidence that organizations are causing the very phenomenon that hurts them, the responsibility to assist employees with reducing FWC is enhanced. Particularly for men, management of organizational expectations to work long hours and prioritize work over family is an area in which employers can and should play a key role if gender equity with regard to organizational work‐family climate is to be established. Originality/value This study indicates that organizational work demands may have more influence over the degree to which employees’ family lives interfere with their work than has previously been assumed, especially for men.