Despite the abundance of research on work social support and work-family conflict, the generalizability of these relationships to immigrant and non-immigrant Hispanics is still unknown. Based on role and cultural theories, the purpose of this paper is to provide an empirical examination of these relationships within this growing yet understudied population.
Survey data were collected from a diverse sample of employed immigrant and non-immigrant Hispanics from a broad set of occupational groups within Miami, Florida (USA). Structural equation modeling (SEM) was used to test hypotheses. Multi-group analyses were conducted to test for differences in model fit and parameter estimates between the immigrant and non-immigrant subgroups.
The hypothesized model fit the data well, with a significant positive relationship between perceived organizational social support and perceived supervisor social support, a significant negative relationship between perceived organizational social support and work-to-family conflict, and a significant negative relationship between perceived supervisor social support and family-to-work conflict. Multi-group SEM, which offered acceptable model fit, suggests that perceived organizational social support is associated with reduced work-family conflict for immigrant but not for non-immigrant Hispanics, and perceived supervisor social support is associated with reduced work-family conflict for non-immigrant but not for immigrant Hispanics.
Cross-sectional data do not allow for strong causal interpretations.
Perceived work social support is an important indicator of work-family conflict for both immigrant and non-immigrant Hispanics, although specific relationships can differ based on immigration status.
Few studies have investigated differences in work-family conflict between non-immigrant and immigrant Hispanics.
W. Rudolph, C., S. Michel, J., B. Harari, M. and J. Stout, T. (2014), "Perceived social support and work-family conflict: A comparison of Hispanic immigrants and non-immigrants", Cross Cultural Management: An International Journal, Vol. 21 No. 3, pp. 306-325. https://doi.org/10.1108/CCM-01-2013-0002Download as .RIS
Emerald Group Publishing Limited
Copyright © 2014, Emerald Group Publishing Limited