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This paper aims to examine the role of work‐family enrichment in the relationships between organizational interventions for work‐life balance (job characteristics, work‐life benefits and policies, supervisor support and work‐family culture) and job outcomes (job satisfaction, affective commitment and organizational citizenship behaviour). It is hypothesized that organizational interventions for work‐life balance will be positively related to job outcomes and work‐to‐family enrichment will mediate these relationships.

Data were collected from 216 managerial employees through a structured questionnaire from four organizations in India representing manufacturing and information technology (IT) sectors. Analysis was done using multiple regressions.

Job characteristics were positively related to all the measures of job outcomes. Supervisor support and work‐family culture were positively related to job satisfaction and affective commitment. No significant association was found between work‐life benefits and policies (WLBPs) and any of the job outcome measures. Job characteristics and supervisor support were positively related to work‐to‐family enrichment. Work‐to‐family enrichment mediated the relationships between job characteristics and all job outcomes and between supervisor support and affective commitment.

The correlational design prevents conclusions about causality.

The findings have implications for designing jobs, developing supportive work‐family culture and managing employee work‐family interface for maximizing individual and organizational outcomes.

The study reflected on the work‐family domain relationships in a novel socio‐cultural context and demonstrated the mediating role of work‐family enrichment in the relationships between organizational interventions for work‐life balance and job outcomes.

This study aims to examine the influences of transformational leadership, job enrichment and recognition on employee job satisfaction in non-profit organizations.

An empirical study was conducted on employees working in United Malays National Organization (UMNO). Data was collected from 226 employees via self-administered questionnaires. The convenience sampling method was applied for participant selection, and data was analysed using Pearson’s correlation and multiple regression analysis via statistical package for the social sciences.

Job enrichment, transformational leadership and recognition were all found to have significant and positive relationships with job satisfaction.

The findings imply that job satisfaction will improve if managers are motivated to promote job enrichment, transformational leadership and employee recognition programs. These steps will augment the organization’s effort to design and implement the best strategies for enhancing employees’ job satisfaction.

This study elaborates on transformational leadership, job enrichment and recognition in relation to job satisfaction. The insights it provides are novel due to the lack of research on the combination of these attributes. The study’s model was tested on UMNO, a non-profit organization in Malaysia that plays a significant role in Malaysian politics. Hence, this study provides a valuable addition to the literature on Malaysia. The study’s model was supported by transformational leadership theory and social exchange theory, making it another significant contribution to the body of literature.

The purpose of this paper is to examine the relationship of schedule flexibility with performance and satisfaction in the work and family domains, and whether these associations are mediated by the work‐family interface. Possible gender differences in the putative benefits of schedule flexibility are also to be explored.

Using a sample of 607 full‐time employees in either schedule flexibility or traditional working arrangements the authors tested a moderated‐mediation model. Regression was used to test the mediation of work‐family and the moderation of gender to the schedule flexibility to work‐family path.

Both work‐to‐family conflict and work‐to‐family enrichment are mediating mechanisms in the relationship of schedule flexibility with outcomes. More specifically, full mediation was found for job satisfaction and family performance for both enrichment and conflict while partial mediation was found for family satisfaction with enrichment only and mediation was not supported for job performance. Finally, gender moderated the schedule flexibility to work‐family conflict relationship such that women benefited more from flexible working arrangements than men.

The paper adds value by examining a mediation mechanism in the schedule flexibility with the outcome relationship of the work‐family interface. It also adds value by including work‐family enrichment which is a key variable but has little research. Finally, it adds value by demonstrating that schedule flexibility plays a stronger role for women than men regarding the work‐family interface.

People have been complaining about work ever since it was invented. Today, however, many believe that there is something different about the discontent. Additionally in many cases, because of the shift in the balance of power, shop floor personnel can now exercise considerable control over output. As a result organisations are coming up with plans — some pure public relations, some innovative — designed to pacify demotivated workers. The car industry in particular, where about 25 per cent of its labour force assembles cars with robot‐like monotony, has been a pace‐setter. There the term job enrichment seems still to be the most popular phrase in use to describe industrial management techniques introduced to counter job alienation, to make work more meaningful, to deal with “blue collar blues”, to humanize work, to utilise human resources more fully, to improve performance, and to solve problems.

Using Pakistan's public sector higher education institutions as the study site, this study aims to empirically substantiate, under the theoretical underpinnings of job enrichment theory (Hackman and Oldham, 1976) and Maslow's (1943) theory of the hierarchy of needs, the impact of flexible work practices (FWPs), on employee work engagement and organizational attractiveness, with the mediating lens of work life enrichment.

Field data were collected at five higher education institutions located in the Islamabad Capital Territory (ICT) of Pakistan, using the convenience sampling technique and analyzed under the quantitative research paradigm.

This study substantiates with an empirical evidence that flexible work practices (FWPs) have a significant positive impact on both employee work engagement and organizational attractiveness. Markedly, the study findings reveal that the said impact is significantly stronger than that of sabbaticals. Furthermore, the study reveals that the positive relationship is mediated by work life enrichment, signaling its significance in understanding FWP's such impact on employee work engagement and organizational attractiveness.

The study findings provide significant implications for academia, practitioners, and policymakers, in evidence-based recommendations for higher education institutions to design and implement FWPs that are effective in enhancing employee work engagement and organizational attractiveness, and, in turn, leading to improved organizational performance.

This research study provides a novel contribution to the existing literature by exploring the combined impact of flexible work practices on employee work engagement and organizational attractiveness in the peculiar context of Pakistan's public sector higher education institutions. Additionally, the study's focus on the mediating role of work life enrichment further adds to its novelty.

Increasingly, leaders are faced with complex, difficult and demanding situations that challenge their very sense of self, including their workplace wellbeing. It has been suggested that this challenge can be mitigated for leaders by pursuing goals and activities that reflect their beliefs, interests and values. As such, leaders whose motivations reflect intrinsic and self-congruent beliefs and values are likely to experience beneficial wellbeing, yet, reviewing this from a self-determination theory (SDT) lens, the authors find this assertion remains to be fully tested. Concurrently, the work–family enrichment (WFE) literature highlights that potential positive synergies exist between work and home. The authors further argue that this synergy may also provide greater insight and understanding into the quality of leaders’ motivation and wellbeing, and as such also requires attention. As such, the purpose of this paper is to examine the path to wellbeing for leaders and includes leaders’ “whole lives” (including enrichment) and not just their work lives (motivations).

Quantitative research including two studies of 386 junior/senior leaders and 205 CEOs, investigated the role of motivation as defined by SDT and WFE towards leaders’ job satisfaction. Hypotheses were tested using SEM in AMOS to assess the direct and meditational effects of the study variables.

A partial mediation model was found to best fit the data for both studies. In study 1, the effects of self-determined motivation dimensions on job satisfaction were fully mediated by WFE and family–work enrichment (FWE). However, the non-self-determined dimensions of SDT motivations were directly and negatively related to job satisfaction and enrichment. In study 2, self-determined forms of motivation were positively related to WFE and FWE and job satisfaction, while only WFE was positively related to job satisfaction. The non-self-determined dimensions of SDT motivations were directly and negatively related to WFE and job satisfaction.

Overall, both studies show that the influence of motivations on job satisfaction of leaders is better understood through enrichment. As such organisations are encouraged to enhance both leader’s motivations, and enrichment, in order to facilitate a path to job satisfaction.

This paper is the first to test over two studies and levels of leadership, motivation and enrichment for leaders. As such this paper provides a novel “path” to wellbeing that includes aspects of the leaders’ motivation, as well as the importance of leaders’ enrichment and home domain. Overall the authors suggest that leaders’ “whole” lives play a role in their job satisfaction, and this is important to understand as the authors try to resource leaders, who work in an increasingly demanding workplace environment.

Business process reengineering (BPR) is a management improvement tool that entails radical changes to organizations' core processes, culture and legacy systems. Although BPR initiatives are favored by many mangers, employees on the other hand, perceive BPR as a potential threat to lose their jobs. This research aims to enhance the employee perception toward BPR implementation in the construction industry as BPR asks for job enlargement (number of different tasks) and enrichment (degree of responsibility) and doesn’t target the workforce downsizing by itself.

The research is conducted in Saudi Arabia by involving experienced construction industry practitioners in a survey questionnaire and semi-structured interviews to gain an insightful perception toward BPR constituents. BPR asks for job enlargement (number of different tasks) and enrichment (degree of responsibility). The survey questionnaire is verified from the literature related to BPR and pilot study through experienced construction practitioners. The experts validated the findings.

The findings of this research reveal a general positive acceptance toward BPR constituents in construction industry. Jobs enrichment and enlargement should be approached: by integrating IT with business functions (especially communication); developing flexible management systems; and encouraging and empowering employees to generate value through their jobs with more delegated authority.

The work is one of the few studies to address the concept of Business Process Reengineering in the construction industry. We explore two research questions as detailed in the submission (BPR perception in the construction industry, and how to have a successful BPR by job enlargement and enrichment. The methods can be extended to other industries and in different parts in the world.

The purpose of this paper is to test a model in which family-supportive organizational environment is associated with lower levels of turnover intention through higher levels of work-family enrichment and job satisfaction.

Based on a sample of 300 employees, the bootstrap procedure for estimating indirect correlations in multiple mediator models was used to test the research hypotheses.

The results suggest that employees experiencing high levels of family-supportive organizational environment are likely to report lower intention to leave their profession by virtue of their higher levels of job satisfaction and work-life enrichment.

The study is limited to public organization and sample size. Further research is needed to make comparison between large/state-owned and small/private organizations.

In the Iran context, work-family enrichment and job satisfaction are effective in reducing the employees' turnover intention. Organizations should show concerns for the employees' work-life enrichment and job satisfaction to reduce their turnover intention.

Turnover is one of the problems of organizations in many countries throughout the world including Iran, which has negative consequences through increasing the cost of organizations. The results of this study suggest ways in which staff retention could be improved.

The present study contributes to supportive organizational environment literature by addressing the relationship between family-supportive organizational environment and employee-related outcomes. Given some commonalities between Iran and other developing countries, the findings might be of potential interest in comparative studies dealing with the employees' turnover issue.

This article considers various definitions of the concept of job enrichment, and considers the findings of job enrichment studies. Some shortcomings in the theory and its application are illustrated, and these shortcomings are summarised so that instead of remaining isolated and incomprehensible failures they point to areas of deficiency. Directions for future work are suggested, both for practitioners and researchers.

Quality management requires increasing employee involvement that could empower employees, leading to employee and customer satisfaction. Although the literature describes a picture of increasing job demands and work intensification, the evidence of an association between employee job satisfaction and quality management remains mixed and narrow. The purpose of this paper is to investigate this link in the wider economy, and address the roles of human resource management practices that target direct employee participation (job enrichment and high involvement management) in this relationship.

The Workplace Employment Relations Survey of 2004 (WERS2004) provides information on British workplaces including the use of specific quality and human resource management practices, employees' job satisfaction and other outcomes. Latent variable analysis identifies employers' approaches to quality management, job enrichment and high involvement management. Workplace‐level regression analyses illustrate the link between job satisfaction and various desired organizational outcomes. Hierarchical two‐level regression models are used to assess the link between quality management at workplaces and employee job satisfaction.

Although job satisfaction is positively associated with desired workplace outcomes (organizational commitment, productivity and quality), no significant link between quality management and employee job satisfaction is found. By contrast, a positive association between job enrichment and job satisfaction is confirmed, which may be weakened in the presence of quality management.

Given the potential impact of job satisfaction on organizational outcomes, job enrichment features should not be neglected when designing jobs so that an effective quality management strategy can be in place. Some weak positive association between high involvement and quality managements with perceived job demands is also observed, and this should be further investigated in more detailed studies of employee well‐being.

This is a large empirical study on an economy‐wide sample of workplaces and their employees.