A short and valid measure of work-family enrichment.

Kacmar, K. Michele; Crawford, Wayne S.; Carlson, Dawn S.; Ferguson, Merideth; Whitten, Dwayne

doi:10.1037/a0035123

Cited by 101 publications

(94 citation statements)

References 90 publications

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“…It is possible that the results of the present study may have more closely resembled those of Innstrand et al if there were a longer time period in between surveys. Furthermore, Kacmar et al (2014) found a positive relationship of FWE to emotional exhaustion, which is similar to our surprising positive relationship between FWE and emotional exhaustion (as well as turnover intentions), although our results only approached significance (p ϭ .01). Kacmar et al speculated that if "individuals transfer resources from the family to-work domain, the transfer requires more energy to use those resources in the work domain, which contributes to exhaustion" (p. 41); a similar explanation may be at work here.…”

Section: Discussionsupporting

confidence: 89%

Do positive affectivity and boundary preferences matter for work–family enrichment? A study of human service workers.

McNall¹,

Scott²,

Nicklin³

2015

Journal of Occupational Health Psychology

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More individuals than ever are managing work and family roles, but relatively little research has been done exploring whether boundary preferences help individuals benefit from multiple role memberships. Drawing on Greenhaus and Powell's (2006) work-family enrichment theory, along with Boundary Theory (Ashforth, Kreiner, & Fugate, 2000) and Conservation of Resources Theory (Hobfoll, 2002), we explore the impact of personal characteristics as enablers of work-family enrichment, and in turn, work outcomes relevant to human service workers: turnover intentions and emotional exhaustion. In a 2-wave study of 161 human service employees, we found that individuals high in positive affectivity were more likely to experience both work-to-family and family to-work enrichment, whereas those with preferences toward integration were more likely to experience work-to-family enrichment (but not family to-work enrichment). In turn, work-to-family enrichment (but not family to-work enrichment) was related to lower turnover intentions and emotional exhaustion. Enrichment served as a mediating mechanism for only some of the hypothesized relationships. Implications for theory and practice are discussed.

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Section: Discussionsupporting

confidence: 89%

Do positive affectivity and boundary preferences matter for work–family enrichment? A study of human service workers.

McNall¹,

Scott²,

Nicklin³

2015

Journal of Occupational Health Psychology

View full text Add to dashboard Cite

show abstract

“…Work-family enrichment. Work-family enrichment was measured with a six-item scale (three for work-to-family enrichment and three for family-to-work enrichment) from Kacmar, Crawford, Carlson, Ferguson, and Whitten (2014). A sample item for the work-tofamily enrichment scale is 'My involvement in my work helps me to understand different viewpoints and this helps me be a better family member'.…”

Section: Methodsmentioning

confidence: 99%

The knife cuts on both sides: Examining the relationship between cross‐domain communication and work–family interface

Wan

Shaffer

Lau

et al. 2019

J Occupat & Organ Psyc

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Our study aimed to understand how cross‐domain communication via technology affects employees’ work–family interface. We examine the relationships among cross‐domain communication, role‐based resource loss and gain, and the bidirectional forms of work–family conflict and enrichment. Building on Conservation of Resources theory, we expect that cross‐domain communication has positive effects on role‐based resource loss and gain as well as both work–family conflict and enrichment. Furthermore, we suggest that the relationships between cross‐domain communication and role‐based resource loss and gain vary across different levels of role response expectations and role relationship quality. We test our ideas with data from two studies. Results confirm the role of cross‐domain communication on work–family conflict and enrichment through role‐based resource loss and gain. We also find significant interactions involving cross‐domain communication, role response expectations, and role relationship quality on both work‐ and family‐based resource loss and gain as well as on the mediating effects of family‐based resource loss. Practitioner points Cross‐domain work and family communication is not always harmful to employees’ work and family interface. When employees engaged in cross‐domain communication perceive high work (family) response expectations and high‐quality work (family) relationships, they experience more personal resource losses and gains within the family (work) domain. Managers need to educate employees regarding both the pros and cons of cross‐domain work and family communication and provide them with explicit rules about how they can navigate the double‐edged functions of communicating across work and family domains. Training employees to manage communications across domains will enable them to reduce potential work–family conflict and enhance work–family enrichment.

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“…These demographic variables should be included to maintain consistency with other research on work-family issues and leadership (Hanson et al, 2006;Kacmar, et al, 2014;Michel et al, 2014).…”

Section: Methodsmentioning

confidence: 99%

Family dynamics and intergenerational entrepreneurs’ leadership style

Bindah

2017

J Glob Entrepr Res

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Studies have shown that a family plays an important role in encouraging people to pursue an entrepreneurial career. Consequently, studies have indicated that involvement in a family role may have an effect on functioning in a non-family, work role. This study attempts to find out how behaviours, values, family structure and interpersonal interaction styles from parents can be transferred to the entrepreneur's role, as a leader, in a work environment. Specifically, this study is conducted to understand how certain parenting skills, structure, and styles enhance an entrepreneur's ability to be more efficient and effective at work. Based on the various parenting styles and family structure, propositions are made on the kind of leadership style that may arise from family dynamics. The author argues that there are various points in time where family and entrepreneurial dynamics intersect. This study argues that one very important intersection includes the entrepreneur early experiences with the family which may lead to the development of specific leadership approach at work. In this article, the author attempt to tie two streams of research together to show how entrepreneurs and their families are inextricably linked together. It is an attempt to explore the theories of family structure and parental styles to further depict these links with leadership. These areas are explored and research questions that could be empirically tested are addressed for a better understanding of how family dynamics can affect leadership. This study also explains the kind of socialization experiences that take place within the family that may lead to entrepreneurial behaviour. Such information could prove valuable to entrepreneur leaders who wish to understand their own approach towards leadership. This is important because different working environment will require specific leadership approach in order for the business to be successful. Such study would also help educational institutions to develop curriculum and training that might prove more useful in inculcating entrepreneurial values and leadership into students.

show abstract

A short and valid measure of work-family enrichment.

Cited by 101 publications

References 90 publications

Do positive affectivity and boundary preferences matter for work–family enrichment? A study of human service workers.

Do positive affectivity and boundary preferences matter for work–family enrichment? A study of human service workers.

The knife cuts on both sides: Examining the relationship between cross‐domain communication and work–family interface

Family dynamics and intergenerational entrepreneurs’ leadership style

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