Differences in work–family conflict: which individual and national factors explain them?

This paper contributes to cross-cultural literature on work–family relationships by testing not only hypotheses about the impact of work and family demands and gender at individual level on work–family conflict (WFC), but also at country level. Concretely, several theories commonly used in the literature (role conflict, boundary management and social support theory) are used to analyzed how national culture dimensions affects WFC. Using information about employee residents in each of the countries interviewed in the Second European Quality of Life Survey and also GLOBE dimensions of national culture, the paper shows that the relationship between work and family demands and WFC is universal and equal phenomenon throughout Europe. In line with gender role theory, demanding and stressing work have stronger effects on women’s WFC than on men’s. While opposite to it, household hours also have stronger effect on women’s WFC than on men’s. Moreover, the paper shows that national culture affects how people perceive work–family relationships. In line with integration/segmentation hypotheses derived from boundary management theory, uncertainty avoidance decreases WFC. Moreover, in line with social support, human orientation decreases the level of WFC, especially for men. Eastern Europe and Mediterranean countries have higher levels of WFC, while Scandinavian countries are those that have lower levels of WFC.     

The Moderating Impact of Family Role Configurations

This study examines the impact of across domain social support, work-family conflict (WFC) and job satisfaction, and explores the influence of family role allocations among these relationships. Family roles include breadwinner and caregiver. Direct effects were found for two types of support and both WFC and job satisfaction. Additionally, results provided some evidence that family roles moderated the support-outcome relationship, particularly for caregivers. The research and practical implications, as well as limitations of this study are discussed.     

The Reciprocal Relations of Pressure,Work/Family Interference,and Role Satisfaction: Evidence from a Longitudinal Study in Taiwan

The aim of this longitudinal study was to explore reciprocal relationships between work/family pressure, work/family interference, and work/family satisfaction among Taiwanese employees (N = 310). All study variables were assessed three times. We found that within the work domain, earlier work pressure caused later work‐to‐family conflict (WFC), while earlier WFC reduced later job satisfaction. We also found that earlier WFC caused later work pressure, while earlier job satisfaction reduced later WFC. Similarly, we found that within the family domain, earlier family pressure caused later family‐to‐work conflict (FWC), while earlier FWC reduced later family satisfaction. We also found that earlier FWC caused later family pressure. In addition, family pressure and family satisfaction had reciprocal relationships over time. Together these longitudinal and reciprocal relations strongly support our hypothesized feedback loops linking pressure, work and family conflict, and role satisfaction, within each of the work and family domains. We made specific suggestions on breaking these vicious cycles to effectively manage both the work and family roles.     

Work–family conflict and the commodification of women's employment in three Chinese airlines

In the East, where gender is mediated by different family structures, societal institutions and economic development, the work–family conflict (WFC) metaphor remains appropriate. This paper investigates Chinese women's experiences of WFC in the fastest growing commercial airline sector in the world. It finds that, in contrast to the West, work-to-family, rather than family-to-work, conflict dominates. Liberalization, competition and commercialization have also had a significant gendered impact on jobs. The latter resulting in the commodification of women's aesthetic and emotional labour, job segregation, employment insecurity, poor career opportunities and increased WFC. We explore reasons why HR policies and practices in airlines fail to address women's workplace concerns and find that occupational status and lack of organizational power, together with the prevalence of traditional gendered norms and attitudes, play important roles     

Women entrepreneurs and work-family conflict: an analysis of the antecedents

Over the years, academic attention towards work-family conflict (WFC) issues has been constantly growing due to the socio-economic changes occurring in society. In line with this, great effort has been devoted to investigating WFC experienced by employees, while still almost untapped is the conversation with reference to women entrepreneurs. Moreover, the few studies that deal with women entrepreneurs’ WFC have mainly analysed its negative consequences rather than its predictors. Thus, this study aims to fill such research gap by analysing women entrepreneurs’ WFC antecedents. Based on the bidimensional conceptualization of WFC, distinguishing between work interference with family (WIF) and family interference with work (FIW), this study verifies an expanded model of the WFC which takes into consideration either the within-domain effects or the cross-domain effects of work and family stressors on WIF and FIW experienced by women entrepreneurs. In doing so, an analysis based on data from 669 women entrepreneurs has been conducted. Results show that both within-domain relationships and cross-domain relationships play a key role in explaining the WFC experienced by women entrepreneurs.

     

Relationships among three facets of family-supportive work environments,work–family conflict and job satisfaction: a research in Greece

The purpose of the present study is to extend the line of current enquiry related to family-supportive work environments (FSWEs), and their relationships to work–family conflict (WFC) and job satisfaction. Three facets of a FSWE are examined: family (non-) supportive culture, family-supportive management (FSM) and the model of ideal worker. Data were collected through a questionnaire survey from 612 employees. The results indicate that among the three facets of a FSWE, FSM appears to better predict both WFC and job satisfaction. Furthermore, WFC was negatively related to job satisfaction. An intriguing result is that the ideal worker model – manifested via long hours of work, visibility, availability and the dominance of organisation's needs over the family ones – was found to be positively related to job satisfaction, whilst it has no impact on WFC. Finally, the implications for practice and future research are discussed.     

Cross‐cultural differences on work‐to‐family conflict and role satisfaction: A Taiwanese‐British comparison

The aim of this research was to explore relations between work and family demands and resources, work‐to‐family conflict (WFC), and work and family outcomes in a cross‐cultural comparative context involving Taiwanese and British employees. Two‐hundred and sixty‐four Taiwanese employees and 137 British employees were surveyed using structured questionnaires. For both Taiwanese and British employees, work and family demands were positively related to WFC, whereas work resources were negatively related to WFC. Furthermore, WFC was negatively related to family satisfaction. More importantly, we found that nation moderated relationships between work resources and WFC, WFC and work, and family satisfaction. Specifically, work resources had a stronger protective effect for Taiwanese than British in reducing WFC, whereas WFC had a stronger detrimental effect on role satisfaction for British than Taiwanese. It is recommended that both culture‐general and culture‐specific effects should be taken into consideration in designing future WFC research and familyfriendly managerial practices. © 2010 Wiley Periodicals, Inc.     

Board gender diversity and environmental,social, and economic value creation: Does family ownership matter?

Prior literature on firm value creation for stakeholders has oversimplified and narrowed the concept of value down to “economic returns.” Although economic returns are fundamental to a firm's core stakeholders (i.e., shareholders), other legitimate stakeholders want “value” beyond economic returns. We define stakeholder value as the financial and nonfinancial returns a firm can offer to its legitimate stakeholders, and empirically investigate whether board gender diversity (BGD) improves our multidimensional measure of value. Using Thomson Reuters' ASSET4 data for U.K.‐listed firms available from Eikon for the period 2007–2017, we report a significant positive relationship between BGD and stakeholder value creation. In particular, BGD increases social and environmental value creation in addition to economic returns. Furthermore, our results suggest that even though gender‐diverse boards are associated with stakeholder value creation in family firms, this is only conspicuous for environmental value creation. The findings suggest that although female directors cater to the interests of broader stakeholder groups, family ownership causes them to mainly focus on environmental stakeholders. The study provides important implications for regulators, stakeholders, and academic scholars.     

Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder,multidimensional approach to HRM

This paper focuses on the increased pressure for corporations to engage in corporate sustainability (CS) and corporate social responsibility (CSR) in order to address the current crisis of confidence in business, align their activities with the needs and expectations of a broader set of stakeholders, and help tackle the world's grand challenges. We argue that human resource management (HRM) has a potentially vital role to play in contributing to a firm's CS/CSR efforts, but so far has failed to deliver. We explore the reasons for this failure and discuss ways for HRM to play a more prominent role in the design and implementation of a firm's CS/CSR strategy. Building on earlier attempts to integrate corporate responsibility and sustainability into the HRM performance construct, we propose a multidimensional, multi-stakeholder approach to sustainable HRM that encompasses activities aimed both at avoiding harmful consequences for stakeholders and contributing to positive outcomes along the triple bottom line (i.e., people, planet, and prosperity). We discuss implications for research and develop a set of propositions and guidelines for future research.     

Revenge Exacerbates the Effects of Interpersonal Problems on Mentors’ Emotional Exhaustion and Work‐Family Conflict: A Self‐Defeating Perspective

Drawing on conservation of resources theory, this study examined the link between negative mentoring experiences (i.e., interpersonal problems) perceived by mentors and their work‐family conflict (WFC) by focusing on the mediating role of emotional exhaustion and the moderating role of revenge. The results of a field survey of 187 mentors in China supported all of our hypotheses, indicating that interpersonal problems perceived by mentors were positively related to their WFC. This relationship was also found to be mediated by the mentors’ emotional exhaustion. In addition, revenge against protégés was found to moderate the main effect of interpersonal problems on emotional exhaustion and the indirect effect of interpersonal problems on WFC. Specifically, revenge exacerbated the positive relationship between interpersonal problems and emotional exhaustion. Further, emotional exhaustion mediated the indirect effect of interpersonal problems on WFC when the level of revenge was high, but not when it was low. The findings of this study provide insightful theoretical contributions and managerial implications that indicate new directions for research related to mentoring and work‐family relationships. © 2016 Wiley Periodicals, Inc.     

Social Value Orientation and Climate Strength as Moderators of the Impact of Work Group Cooperative Climate on Affective Commitment

We investigate the moderating role of an individual's social value orientation (which refers to self‐ versus other‐regarding preferences) and of climate strength (which refers to the extent of agreement among group members on group norms and values) on the relationship between work group cooperative climate and affective commitment among professional employees. We develop two plausible but opposite hypotheses on the moderation effect of social value orientation, one based on the behavioural assimilation assumption and the other on goal transformation theory. We argue that the work group's climate strength is an important contingency factor that affects which of both contradictory predictions holds. In a sample of 209 academic employees of a Belgian university, we find support for our arguments. Specifically, a cooperative climate enhances the affective commitment of employees with a prosocial value orientation (as predicted by the behavioural assimilation argument) but only when there is strong consensus among group members about the group's climate (high climate strength). Conversely, for those whose social value orientation is towards the self rather than others, a cooperative climate enhances affective commitment (consistent with goal transformation theory), especially when the climate is not agreed upon (low climate strength). These findings underscore recent claims that the predictive power of different theories in organizational behaviour depends on an individual's motives and values. We discuss the implications of our findings for the management of work groups consisting of employees with different social value orientations.     

The re-regulation of working communities and relationships in the context of flexwork: A spacing identity approach

Existing studies on flexwork stress its individualizing inclination by showing how it gives autonomy to employees, boosts individual productivity, or supports personal well-being at the expense of group cohesiveness, social ties and other characteristics of the “collective” in organizations. Obviously, flexwork both continues and contributes to an individualization process of working activities and relationships. But, how exactly does flexwork re-regulate working relationships and communities? Is the “collective” irremediably damaged and doomed to disappear? Building on a case study conducted in an insurance company having implemented flexwork, we observe invisibilized employees working from diverse premises (e.g., home, office, etc.) initiating alternative ways of staying united and close. This article shows the re-regulation of these working relationships and communities' through a collective identity process involving de/re-spacing identity; i.e., the spatial and material aspects of flexible work in relation to identity.     

HRM institutional entrepreneurship for sustainable business organizations

As businesses experience greater pressures from a variety of stakeholders concerned with promoting a balanced approach to managing the competing demands for increased profitability, improved social conditions, and restoring the health of planet earth, new opportunities arise for HRM scholars and professionals to contribute to the pursuit of sustainability. However, the foundational logic of sustainability diverges significantly from the dominant perspective in today's business environment. Building upon the institutional theory literature, we introduce the concept of HRM institutional entrepreneurship to examine the paradoxes and emerging opportunities associated with the urgent need for more sustainable approaches for managing business organizations. As a guide to future work, we describe how the actions of HRM scholars and professionals can stimulate evolution from an HRM philosophy that relies on financial indicators to assess effectiveness towards an HRM philosophy that promotes a tripartite approach to sustainability, showing equal concern for economic, environmental and social performance. Focusing on organizational changes that improve environmental performance, we apply the concept of HRM institutional entrepreneurship to consider ways for HRM professionals to engage internal and external stakeholders in order to create value in organizations pursuing sustainability. Ultimately, activities that constitute HRM institutional entrepreneurship for sustainable business drive the development of capabilities that characterize ambidextrous organizations.     

The Development of Organizational Social Capital: Attributes of Family Firms*

abstract We develop and extend social capital theory by exploring the creation of organizational social capital within a highly pervasive, yet often overlooked organizational form: family firms. We argue that family firms are unique in that, although they work as a single entity, at least two forms of social capital coexist: the family's and the firm's. We investigate mechanisms that link a family's social capital to the creation of the family firm's social capital and examine how factors underlying the family's social capital affect this creation. Moreover, we identify contingency dimensions that affect these relationships and the potential risks associated with family social capital. Finally, we suggest these insights are generalizable to several other types of organizations with similar characteristics.     

Network Updating and Exploratory Learning Environment*

abstract This paper examines how the current relevance of social capital derived from a task‐advice network affects an actor's exploratory learning environment. Building on Burt's (1992 ) structural holes hypothesis that a large, sparse task advice network enhances an actor's exploratory learning environment, I propose that such effects hold only when the direct and indirect network ties are composed of current network contacts (ones that have been updated since the last change in positions of an actor). Analyses of data from a sample of 230 salaried employees of a high‐technology manufacturing corporation support my arguments. In addition to the focus of social capital research on network structure, therefore, this study emphasizes the time‐contingent value of social capital.     

Further investigating the influence of personality in employee response to organisational change: the moderating role of change‐related factors

This study investigates factors influencing employees' job satisfaction following an organisational change. Extending previous research on effects of individuals' openness to experience and conscientiousness during organisational change, we posit that aspects of change context, such as the extent to which change impacts the individual worker's job and the extent actions of management are procedurally fair, can account for varying influences of these two global personality traits on employees' job satisfaction following a change. In contrast to earlier studies focusing on change‐related effects on task performance, conscientiousness can play a positive role on job satisfaction following a change along with openness to experience. Results of this study confirm that influences of personality on individual reactions to change are complex. While the positive influences of an individual's openness to experience on job satisfaction tend to occur only when fairness associated with change implementation is high, positive influences of conscientiousness are the highest when both procedural fairness is high and the extent of impact on the individual's job is low. Implications of these findings and further research considerations are discussed.     

What is the value of human resource certification? A multi-level framework for research

We make a contribution to narrowing the science–practice gap by adopting a multi-level theory-based approach to investigating an important issue for practitioners in human resource management: human resource (HR) certification. Despite the facts that more than 150,000 individuals in more than 70 countries have become certified and that HR certification has turned into a million-dollar industry, there is no scholarly evidence regarding the impact of certification on any important individual- and organizational-level outcomes (e.g., individual's career progression and HR department-level effectiveness). First, we distinguish among certification and licensing. Second, we describe the purported benefits of HR certification. Third, we review the existing literature on perceptions of HR certification; including a survey we conducted with 189 HR professionals. Finally, we present a research agenda, including 14 testable propositions, to guide future scholarly research on HR certification with the goal to gather evidence, which to date is not yet available, regarding the value of HR certification for individual practitioners, organizations, and the HR profession.     

Towards an understanding of social networks among organizational self-initiated expatriates: a qualitative case study of a professional services firm

Drawing on a qualitative case study of 51 organizational self-initiated expatriates (OSIEs) in a professional services firm, this article investigates the role of networks during expatriation and, specifically, in the development of learning that is beneficial to both the individual expatriate and the global operations of the firm. First, we investigate the extent to which individual motivations to engage in OSIE impact on the development of networks. Second, we investigate individual's experiences of network development. Third, we investigate individual perceptions of the benefits of networks for both organizations and individual actors. The paper will report that professionals initiating their own expatriation develop continually expanding and composite networks such that mobility and networks evolve in a seemingly symbiotic relationship. In doing so, it contributes to our understanding of the role of agency in network development and extends our understanding of organizational self-initiated expatriation as a relatively under-researched phenomenon.     

Mutuality in the management of human resources: assessing the quality of alignment in employment relationships

How can managers improve the alignment of organisational and individual interests in the management of human resources? This article integrates a diverse set of literatures to propose three tests of mutuality in employment relationships: (a) the quality of the match between the organisation's needs for human capabilities and the individual's needs to deploy and develop them; (b) the extent to which the organisation's dual needs for commitment and flexibility are aligned with the needs of individuals for security and community; and (c) the extent to which both parties feel they are making a worthwhile return on their investment. These tests form a starting point for assessing and modelling the quality of employment relationships in particular contexts.     

The Power of Stakeholders' Voice: The Effects of Social Media Activism on Stock Markets

Building on social movement theory, this study assesses the influence of social media activism on the stock market performance of targeted firms. We focus on information published on Twitter by two critical stakeholders: consumer associations and trade unions. To the extent that social media represent a valid medium to mobilize stakeholders' activism, protests on Twitter may damage firm reputation, leading to capital market reactions. Using a corpus of over 1.5 million tweets referring to Spanish listed banks, we study the impact of activism by looking at targeted firms' abnormal variations in price and trading volume. Our findings suggest that the Twitter activism of key stakeholders has a significant impact on investors' decisions. Further, our empirical analyses indicate that the mechanisms affecting investors' behavior differ depending on the characteristics of the stakeholder group. Hence, this study contributes to understanding how social movements influence corporate behavior via social media. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment