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The aim of this research is to examine the relationships among family-friendly organizational culture, job characteristics, supervisor support, meaningful work, and organizational commitment for female managers. It also investigates generational differences in these relationships.

Data for the study were analyzed using multi-group structural equation modeling to examine the moderating role of generational differences.

This study investigates the role of meaningful work as an agent in terms of how it influences organizational commitment for female managers. Empirical results confirm the effect of family-friendly culture on supervisor support and meaningful work, which in turn impacts organizational commitment. The findings also revealed generational differences among Baby Boomers, Generation X, and Millennials in these relationships.

The findings highlight the significance of investigating meaningful work on organizational commitment by examining the relationships with organizational culture, supervisor support, and job characteristics across different generational groups.

The purpose of this paper is to test the relationship of work-life culture and organizational productivity and determine if it is mediated by the availability of work-life programs.

Quantitative data for the study were collected using three sources: an original survey completed by managers of 195 different companies, archival data from two databases, and archival data published in three national surveys. Hypotheses were tested using path analyses.

The data reveals that work-life culture has no direct effect on labor productivity but does have an indirect effect on it, through the availability of work-life programs.

One of the study’s limitations is that its design is cross-sectional. The authors suggest that future longitudinal studies examine the impact of work-life culture on organizational outcomes.

Practitioners should note the importance of promoting a favorable work-life culture and offering work-life programs as they enhance labor productivity.

The authors examine the impact of work-life culture on organizational productivity, a relatively understudied relationship at the organizational level.

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.”

This study aims to focus on a relatively unexplored area: single employees’ non-work needs. With social information processing theory as the basis, the authors examine the process whereby a singles-friendly work culture leads to multiple desirable outcomes for single employees.

Data was collected from 472 single employees working in the hospitality sector in China. A model with three mediating paths was tested using Mplus 7.2 software.

The authors found that organization-based self-esteem mediates the relationship between a singles-friendly work culture and emotional exhaustion; procedural justice mediates the relationship between a singles-friendly work culture and organizational commitment and hostility mediate the relationship between a singles-friendly work culture and helping behaviors directed toward coworkers.

The present study reminds hotel managers that establishing a singles-friendly work culture is a new strategy to retain and attract talented single employees.

Inspired by the work of Casper et al. (2007), the authors examined the importance of equal employment opportunities for single employees, who are the major workforce in the hotel industry but are often ignored in academic research.

This study aims to fulfill the need to explore positive side of work–family interface, especially in emerging economies like India. The authors assessed the relationships of individual (family role salience), organizational (work–family culture) and social (community support) antecedents to work-to-family enrichment. They also examined whether gender moderated the relationship between the three antecedents and work-to-family enrichment.

Data were collected on a questionnaire scale from 487 employees.

It has been found that family role salience, supportive work-family culture and community support were directly related to work-to-family enrichment. Gender did not influence the relationship between work-family culture and work-to-family enrichment. However, relationships between family role salience and work-to-family enrichment, and between community support and work-to-family enrichment, were stronger in case of the male employees. The evolving nature of gender and integration of work-family-community domain provide insights into managers and policymakers about the importance of family and community in the organizations.

The study builds a business case for facilitating a positive work-family culture in India for both male and female employees. The results point to the transitioning socio-cultural scenario of India, which advocates more similarities than differences in modern gender role expectations and identity. The current study emphasizes that while formulating policy, managers and policymakers should keep in mind evolving preferences of both the genders.

The research provides a holistic view of how individual-, organizational- and social-level factors may affect employees’ work–family enrichment in India. It also highlights the changing role of gender. Theoretical and practical limitations are also discussed.

The present study aims to investigate the mediating role of work–family conflict (WFC) and family–work conflict (FWC) on the effects of workload and the generic and specific work–family social support in job stress.

Using AMOS 20 through bootstrap analysis for indirect effect, the study assessed the abovementioned relationships based on data collected from 258 respondents in the hospitality industry in Quebec.

The findings indicate that workload increases job stress via WFC and FWC. Both generic and specific work–family social support decrease job stress through WFC and FWC. Organizational support for reconciling work and family life is more significant than generic supervisor support. Family support reduces job stress via WFC but not via FWC.

In future studies, it would be interesting to explore the effects of variables such as gender, marital status, hotel category and the job category, as well as cultural origin.

The results of this research should alert employers in the hospitality industry to engage in family-friendly policies that include not only practices such as working time arrangements, family leave and onsite child care services, but also to be committed to create a family-friendly culture and to adopt the best forms of supportive policies at work.

By emphasizing cross-domain effects, the present research contributes to the existing knowledge by testing the mediating role of WFC and FWC in the effects of workload and various resources of social support on job stress.

Previous research on the work-family nexus has tended to concentrate on childcare responsibilities. This neglects consideration of an increasing population of employees who care for dependents such as elders, impaired partners or disabled children. Therefore, the aim of this study is to investigate organizational and personal resources as antecedents of work-family conflict (WFC) and irritation in a sample of employed family caregivers.

Data were collected from 508 employees within one organization who had informal family caregiving responsibilities.

The results indicate that a supportive work-family culture was an important resource for reducing WFC and health-related self-efficacy reduced irritation. In sum, when a company fosters a family-friendly culture that includes working in a constructive and understanding manner with employees who have informal family caregiver responsibilities, it becomes easier for the employees to integrate the demands of work and family demands. Moreover, health-related self-efficacy is an important resource that can improve stress and future researchers should give it greater consideration.

This study contributes to existing literature by the identification of personal and organizational resources of informal family caregivers with the aim to reduce their stress experiences.

The literature suggests that women are less committed to and less successful in their careers than men because of family responsibilities. I examine whether mothers practicing law are less committed to their legal careers than other women. Mothers acknowledge that they violate certain time and career norms associated with practicing law and work in different settings, which may be interpreted by others as indicators of their lack of career commitment. The survey results reveal that, despite these violations, mothers report greater career commitment than other women in law. I conclude by examining possible explanations for these findings.

This paper reports on a recent Australian study of 20 “copreneurial” marital partners who own and manage a small business together. For “copreneurs”, the disadvantages of living and working together are outweighed by opportunities for maximum autonomy and personal control, and working together in a common cause which capitalises on individual strengths and values. Work and family management is enhanced by this form of family business, allowing partners to combine career and home duties flexibly and effectively. Traditional gender roles are apparent in “copreneurship”, with women predominantly responsible for the home domain and family care. “Copreneurship” helps promote a “family‐friendly” work environment for the business partners and for their employees. This “family‐friendly” culture also fosters an entrepreneurial spirit in children, which bodes well for the next generation of small business owners and salaried employees.

An important aim of this paper is to ascertain the extent to which students held realistic expectations about the work cultures they were soon to enter. The paper also aims to investigate the link between value congruence (in relation to both work and work‐family values) and “expected” job satisfaction and organisational commitment, in the case of the students, and “actual” job satisfaction and organisational commitment, in the case of the professionals.

A questionnaire was used to survey a sample of final year BCom students from the University of Adelaide (n=52) and accounting professionals from the same city (n=50).

Significant person‐culture fit discrepancies, in relation to both work and work‐family values, were observed for both groups. For accountants, these were negatively associated with job satisfaction and organisational commitment. Students also expected to enter organisational cultures that supported work values that were significantly more supportive of these values than were the actual organisational cultures described by the accountants. For work‐family values, students' expectations, surprisingly, fell significantly short of what the accountants' actual experience suggested they would be likely to encounter.

A life stage interpretation of the findings for work‐family values is offered and consideration is given to their implications for a broadening of traditional conceptualisations of reality shock.