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The purpose of this study is to investigate the effects of family-supportive supervisor behaviors and organizational climate on employees’ work–family conflict, job satisfaction and turnover intentions.

To examine the causal relationship, the longitudinal panel data of the work, family and health study were used, using the data of 664 respondents who participated in surveys from all four time-points at two Fortune 500 information technology (IT) companies.

The results of the data analysis suggested that family-supportive supervisor behaviors have a minimal, but statistically significant, impact on work-to-family conflict and organizational work-family climate. Moreover, work-to-family conflict minimally mediated the relationship between family-supportive supervisor behaviors and employees’ turnover intentions. An organizational work-family climate had a small, but statistically significant, mediating effect between family-supportive supervisor behaviors and job satisfaction/turnover intentions.

This study has practical implications by noting that relying on only individual managers’ roles or training managers to be family-supportive may not be enough to improve family-oriented organizational culture, work–life balance and job-related outcomes.

Using a longitudinal mediation model, the authors examined the effects of family-supportive supervisor behaviors and how those behaviors impact other variables over time. Despite the expectation of such an impact, the authors found minimal effects among variables. This study is valuable because it can stimulate future research to advance the theoretical and practical understanding of family-supportive supervisor behaviors to help determine why the study found that it had very little impact on both work–family conflict and a family-friendly organizational climate to increase employees’ satisfaction to continue to work.

The purpose of this paper is to examine whether work‐family (WF) interference functions as an explaining mechanism in the link between work‐family culture and well‐being, hereby distinguishing between a negative and a positive process. The negative, energy depleting process initiates from a hindrance work‐family culture and ends up to burnout through the experience of work‐family conflict. The positive, motivation generating process initiates from a supportive work‐family culture and ends up to work engagement through work‐family enrichment.

The paper employs a quantitative study among employees from three different organizations (n=516).

Work‐family conflict fully mediates the relationship between a hindrance WF‐culture and the exhaustion dimension of burnout and partially mediates the relationship between a hindrance WF‐culture and the cynicism dimension of burnout. With regard to the mediational role of work‐family enrichment the results also confirm the paper's hypothesis. Work‐family enrichment partially mediates the relationship between a supportive WF‐culture and work engagement. Interestingly, analyses of some alternative mediational paths reveal some additional findings. Specifically, a supportive work‐family culture relates to work engagement through the perception of less work‐family conflict. Moreover, a supportive culture is also related to less feelings of burnout through work‐family enrichment.

The study shows that it pays off to invest in a supportive work‐family culture because such a culture contributes to work engagement and in the same time helps to prevent burnout.

The purpose of this paper is to understand the role of self-efficacy and family supportive organizational perceptions (FSOP) on organizational citizenship behaviour (OCB) among engineering college teachers.

Teachers (n=183) from public and private engineering colleges in the southern part of India were selected using purposive sampling technique. Survey method was used to collect data using the following scales: new general self-efficacy scale, teacher OCB scale and FSOP scale. Hierarchical regression analyses was used to test the hypotheses.

Regression analyses showed general self-efficacy having a significant positive effect on all the sub-dimensions of teacher OCB and as well as on the overall OCB score. On the other hand, FSOP had a significant positive impact only on teachers’ OCB towards the institution. In terms of moderation effect, FSOP moderated the relationship between self-efficacy and teachers’ OCB towards the institution.

One of the major limitations of this study is its relatively small and region-specific sample. The sample is also limited to engineering college teachers only.

The findings from the study reiterate the need to nurture a positive organizational culture towards work-life balance issues in academic institutions. The study also shows that FSOP can be a powerful motivating factor to encourage teachers to participate in institute-level activities.

Most of the earlier studies on teacher OCB are in the context of schools but the present study focuses on the role of internal attributes and organizational-level factors in teacher OCB.

This study aims to explore the leaky pipeline issue (attrition of working women due to motherhood) in the Indian information technology (IT) sector. The study analyses the effect of organisational and supervisory support perceptions on the use of flexible work options and its relationship with career outcomes in terms of job satisfaction, work-life conflict and turnover intentions.

A survey questionnaire to test the hypotheses was returned by 203 working women of the Indian IT sector belonging to three categories, namely, women undergoing treatment for infertility, pregnant women and women who had recently given birth at the time of the survey.

The findings state that the use of flexible work options significantly reduce work-life conflict, decrease the intention to turnover and increase job satisfaction, with organisational and supervisory perceptions playing a significant moderating role.

The findings are based on self-reported responses. Nevertheless, the study provides insights into the work-life priorities of Indian women at the time of motherhood and opens up specific research opportunities to address the leaky pipeline due to pregnancy and childbirth.

Organisations should take genuine initiatives to effectively use the flexible work options and provide supervisory training for increased sensitivity to help reduce role conflict and let working women make informed choices in their careers and lives at the time of childbirth.

The paper could be the first known paper to study this special category of working women at the threshold of motherhood in the Indian IT sector.

Organisational work‐life policies and programs allow employees to have greater control over how, when and where they work but these policies are often under‐utilised, particularly by men and career‐oriented employees. In what is largely an atheoretical area of literature, the paper aims to theoretically integrate the empirical literature related to the uptake of organisational work‐life policies.

The paper links three related areas of literature: the associations between work‐life policies and individual/organisational outcomes; explanations for the low uptake of work‐life policies in many organisations; and preliminary studies which have explored organisational culture and its relationship to work‐life policies. These literatures are integrated to develop a five‐dimensional construct, “organisational work‐life culture”, for testing in future research.

It is suggested that the following five dimensions underlie this aspect of organisational life: lack of managerial support for work‐life balance; perceptions of negative career consequences; organisational time expectations; the gendered nature of policy utilisation; and perceptions of unfairness by employees with limited non‐work responsibilities.

The development and validation of the organisational work‐life culture construct requires further research and may result in specific organisational strategies and policies which address the barriers to work‐life policy utilisation.

Based on existing empirical evidence, the paper suggests an original theoretical proposition: that organisational work‐life culture is underpinned by five dimensions and explains much of the provision‐utilisation gap in work‐life policy.

To understand whether the three dimensions of work–family culture, namely managerial support, negative consequences and organizational time demands relate in different ways with different types of commitment; affective, continuance and normative. The relationships were examined in a three-country cross-national context.

Questionnaire survey was conducted in India, Peru and Spain among executives and managers drawn from both the manufacturing and the services sectors.

The three countries were both similar and different with Peru and Spain more similar to each other than with India. Managerial support dimension of work–family culture predicted affective commitment across all the three countries. Differences were found with respect to predictors of normative commitment. Managerial support predicted normative commitment for Spain. Lower negative career consequences resulted in decreased normative commitment among the managers in Peru and Spain.

The study has limitations of generalizability and common method variance.

Human resource managers will find the study useful to determine which dimensions of work–family culture would predict the outcomes desired. The study has implications for the design of human resource practices in the industry.

The study is the first that addresses the three dimensions of work–family culture and organizational commitment in a cross-national context. The study suggests that the way in which work–family culture is conceptualized and experienced by employees may vary even among countries classified as “collectivist.”

The purpose of this paper is to examine a multidimensional mediating model of psychosocial safety climate (PSC) and work-family interference. More precisely, it tests the direct and indirect effects of PSC on work-family conflict (WFC)/family-work conflict (FWC)-time and WFC/FWC-strain via family-supportive supervisor behavior (FSSB).

The structural equation method was used to test the direct effect of PSC on WFC/FWC time and strain. As for the mediation effects, they were tested by the method of indirect effects based on a bootstrap analysis (Preacher and Hayes, 2004) based on 3,000 replications with a 95% confidence interval. The statistical treatments were carried out with the AMOS software V.22.

The results show that PSC is negatively and directly related to WFC-time, FWC-time, WFC-strain and FWC-strain. In addition, the bootstrap analyses indicate that PSC is related indirectly to WFC-time, FWC-time, WFC-strain and FWC-strain via FSSB.

WFC is a workplace issue that warrants intervention in order to reduce organizational costs and increase worker well-being and PSC should be considered as an appropriate target for intervention (Dollard et al., 2012). However, although this management tool can be useful to reduce FWC, it is more appropriate to decrease WFC. Employers and HR managers not only should understand from the findings the importance of PSC, but also that all employees do not have the same problems, depending on the level of responsibilities at home, for example. Hence, they should offer the appropriate resources according to the need of workers. Indeed, the implementation of a unique work-family measure may not be appropriate for all workers, and it is important that employers and HR managers understand the details of WFC and FWC, as well as the possible effects of a series of different variables, in order to design the best work-family programs.

This research examined the effects of two new and specific resources at work, which are PSC and FSSB on WFC and FWC (time and strain), as recommended by Kossek et al. (2011). In addition, this study tested a new multidimensional mediating model which examined the mediation role of FSSB between PSC and time- and strain-based WFC and FWC. To the authors’ knowledge, this is the first study to examine these relations. Moreover, the test of the concepts of PSC in this study provides a support for the theory of conservation of resources and proposes an extension of this theory.

This study examines how employee well-being, in combination with spiritual leadership, helps mitigate the negative effects of work–family conflict.

This study followed an explanatory research design to explain the relationship between spiritual leadership and work–family conflict. The approach was based on a cross-sectional survey of 278 workers from diverse industries and functional roles in South Korea's manufacturing and service sectors. Structural equation modeling and hierarchical regression analysis were used to test hypothesized relationships.

Results confirmed that spiritual leadership and employee well-being inversely influenced work–family conflict, in terms of work-to-family and family-to-work role interference. Furthermore, employee well-being fully mediated both of these relationships.

This study suggests that organizational competitiveness can be enhanced through a dual approach of organizational strategies and human resource training that cultivate employee well-being and a family-friendly environment. Notably, this study clarifies the value of leadership practices to both trigger and enhance employee well-being through a sense of meaningfulness in and at work.

This study expands the scope of our current understanding of how employee well-being is an effective mechanism in helping employees cope with work–family role conflict. Moreover, the study demonstrates the role that leadership practices, beyond the narrow interpretation of perceived supervisor support, play in helping employees cope with role conflict. Finally, this study enhances the field of workplace spirituality by examining the influence of spiritual leadership on employees' spiritual well-being and work–family conflict, which has not been currently addressed in the workplace spirituality field.

For women in leadership, managing work and life obligations is essential, especially when leading in male dominated occupations such as STEM. This study examined social support and work-family integration/blurring to determine how women in leadership perceived these dynamics. By surveying STEM women leaders, this research explored work-life strategies and support resources used by women leaders to balance their work and non-work domains and promote their roles as leaders. Women leaders indicated difficulty delineating between work and personal roles and recognized informational and emotional support as most significant to their roles as leaders. Findings also indicated that most support came from spouses/significant others, female co-workers, and mentors outside the organization, respectively. These sources provided the support needed to maintain and progress in their roles as women leaders.

Purpose: Drawing upon the conservation of resources (COR) theory, the purpose of this chapter is to investigate the influence of supervisor family support (SFS) on job performance of employees through work and family demand, work-family conflict (WFC), work-life balance (WLB), job satisfaction, life satisfaction, and organizational commitment. In doing so, this chapter aims to respond to the limited existing research on WLB in the Australian financial industry, despite its substantial contribution to the economy. Study Design/Methodology/Approach: The study uses an online panel which recruits participants at different levels of financial organizations in Australia. The data comprise 305 employees to test a model with structural equation modeling. Findings: Results demonstrate that SFS relates positively to WLB and inversely to perceived family demand, WFC, and family-work conflict, with no significant link to perceived work demand. Findings show further that WLB associates positively with employee attitudes (e.g., job satisfaction, life satisfaction, organizational commitment). Results also demonstrate positive relations between employee attitudes and job performance. Finally, results show a significant positive relationship between WLB and job performance. Research Limitations/Implications: The survey data were collected from a single source (the financial industry) and from Sydney; therefore, the conclusions may carry less weight than those triangulated from multiple sources and across Australia. The variables were self-reported, which may leave the data subject to some response biases. Consistent with the past research, steps were taken to reduce single-source bias. Practical Implications: The results demonstrate that SFS is important in determining employee job performance in financial industry. It also highlights the role of work and family demand, WFC, WLB, and job attitudes. Originality/Value: The study would guide employers, employees, and managers involved in the financial industry to implement policies which may aim to augment job performance and promote balance between work, home, and life.