Bridging the Border between Work and Family: The Effects of Supervisor-Employee Similarity*

Abstract

We examine the relationship between supervisor‐employee race/ethnicity, gender, and caregiving similarity and employees’ perceptions that supervisors provide support for bridging the border between work and family life. Employees report greater net perceived supervisor interactional support, but not instrumental support, when the immediate supervisor is the same race/ethnicity or the same gender as the employee, but not when they have similar caregiving responsibilities. Having a supervisor of the same gender is more salient for women and race/ethnic similarity is more salient for men. We also find patterns of difference in the relative salience of gender and race/ethnic similarity within race/ethnic/gender groups.

Unequal Attendance: The Relationships Between Race, Organizational Diversity Cues, and Absenteeism

“…Conversely, others may have utilized the supportive relationships to make arrangements to be absent on occasions in which they otherwise would have gone to work. For instance, racial similarity in the supervisor–subordinate dyad corresponds to higher levels of supervisory support for work–family balance (Foley et al, 2006; Winfield & Rushing, 2005). This support could entail some Black supervisors being more lenient and understanding of their Black subordinates’ needs to take time off from work to handle family responsibilities, such as child or elder care, which would correspond in more absenteeism and potentially larger Black–White differences.…”

“…Several studies (e.g., Tsui & O'Reilly, 1989; Wesolowski & Mossholder, 1997) show that having a demographically similar supervisor corresponds to subordinates receiving more favorable responses and treatment. More pertinently, same‐race supervisors often provide more support to their subordinates (Foley, Linnehan, Greenhaus, & Weer, 2006; Jeanquart‐Barone, 1996; Winfield & Rushing, 2005). Because supervisors are seen as agents of the organization, an unsupportive supervisor may be viewed as a manifestation of a firm's ill will toward its employees.…”

Development and Validation of a Multidimensional Measure of Family Supportive Supervisor Behaviors (FSSB)

“…Supervisor emotional support involves the extent to which supervisors make employees feel comfortable discussing family-related issues, express concern for the way that work responsibilities affect family, and demonstrate respect, understanding, sympathy, and sensitivity in regard to family responsibilities. Other terms that have been used in the work-family literature to describe this domain are sensitivity (Hopkins, 2005; Warren & Johnson, 1995) and interactional support (Winfield & Rushing, 2005). …”

Exploring burnout and work‐family facilitation as factors influencing why and when relational demography diminishes employee citizenship

“…Although considerable knowledge has accumulated about outcomes of relational demography, more research is needed to explore ‘the mechanisms through which this process occurs’ (Turban et al ., , p. 258). In response to this call, we theorized that superiors would offer more emotional and instrumental resources to demographically similar than dissimilar subordinates (David et al ., ; Foley et al ., ; Winfield & Rushing, ) and that this resource discrepancy would manifest itself in employees exhibiting higher levels of burnout (reduced personal accomplishment). In turn, these burned out employees would be unlikely to engage in ICB because their feelings of inefficacy would leave them feeling unwilling (i.e., why would I help my supervisor look good or make his/her job easier?)…”

“…Employees rely on their supervisors for resources to fulfil their work demands (Gerstner & Day, 1997;Rhoades & Eisenberger, 2002); yet, in mixed-sex dyads, resource allocation or support may be inadequate (e.g., Turban, Dougherty, & Lee, 2002;Winfield & Rushing, 2005). Given that (1) sex dissimilarity appears to diminish resources and (2) such insufficient resource allocation is apt to result in burnout (Halbesleben & Buckley, 2004), it is logical to assume that burnout may explain why working with opposite-sex supervisors may correspond with reduced ICB.…”