Clarifying the Construct of Family-Supportive Supervisory Behaviors (FSSB): A Multilevel Perspective

Hammer, Leslie B.; Kossek, Ellen Ernst; Zimmerman, Kristi L.; Daniels, R. J. Ranjit

doi:10.1016/s1479-3555(06)06005-7

Cited by 133 publications

(224 citation statements)

References 66 publications

Supporting

Mentioning

220

Contrasting

Unclassified

Order By: Relevance

“…FSSB refers to supervisors' family-supportive behaviors aimed at managing the interface between their employees' work and family domains (Hammer, Kossek, Zimmerman, & Daniels, 2007)-or in other words, "behaviors exhibited by supervisors that are supportive of employees' family roles" (Hammer et al, 2013, p. 286). The construct is comprised of four subordinate dimensions labeled as emotional support, instrumental support, role modeling, and creative work-family management (Hammer et al, 2007(Hammer et al, , 2009).…”

Section: Dynamic Job Satisfaction Shifts 24mentioning

confidence: 99%

“…The construct is comprised of four subordinate dimensions labeled as emotional support, instrumental support, role modeling, and creative work-family management (Hammer et al, 2007(Hammer et al, , 2009). The first dimension-emotional support-refers to supervisor behavior aimed at increasing employees' perceptions that their supervisor cares for them, that their supervisor considers how they are feeling, and that their supervisor is approachable in instances where support might be necessary.…”

Section: Dynamic Job Satisfaction Shifts 24mentioning

confidence: 99%

See 1 more Smart Citation

Dynamic Job Satisfaction Shifts: Implications for Manager Behavior and Crossover to Employees

Caughlin¹

2000

View full text Add to dashboard Cite

In this dissertation, I investigated job satisfaction from a dynamic perspective.Specifically, I integrated the momentum model of job satisfaction with the affective shift model and crossover theory in an effort to move beyond traditional, static conceptions of job satisfaction and other constructs. Recent research and theoretical development has focused on the meaning of job satisfaction change for workers and how such change impacts their decisions to leave an organization. To extend this line of inquiry, I posited hypotheses pertaining to: (a) job satisfaction change with respect to positive work behavior (i.e., organizational citizenship behavior, family-supportive supervisor behavior); (b) the potential moderating effect of changes in negative work events (i.e., job demands, interpersonal conflict) on the relation between job satisfaction change and turnover intentions change and positive work behavior; and (c) the crossover of job satisfaction change from managers to employees and the potential underlying behavioral mechanisms.An archival dataset collected by the Work, Family & Health Network was used to investigate the aforementioned phenomena. Data were collected at two time points with a six-month interval via face-to-face computer-assisted personal interviews from individuals working at 30 facilities from a U.S. extended-healthcare organization. In total, data from 184 managers and 1,524 of their employees were used to test hypotheses.Data were analyzed using multilevel structural equation modeling. In an extension of the momentum model, I found that managers' job satisfaction change positively related to DYNAMIC JOB SATISFACTION SHIFTS ii changes in employee reports of their FSSB; in addition, I replicated prior findings in which job satisfaction change negatively related to turnover intentions change.Furthermore, based on my integration of the momentum model and the affective shift model, I tested the proposition that changes in negative work events (i.e., job demands, interpersonal conflict) would moderate the relationship between changes in job satisfaction and focal outcomes. For certain operationalizations of negative work events, hypothesis testing revealed significant interactions with respect to changes in all three outcomes: turnover intentions, OCB, and FSSB. The form of the interactions, however, deviated from my predictions for models including changes in turnover intentions and OCB, although my predictions were supported for models including changes in FSSB. In my integration of the momentum model and crossover theory, the associated hypotheses were met with very limited support. Specifically, the relationship between managers' job satisfaction change and employees' job satisfaction change approached significance, but the relationship between managers' level of job satisfaction and their employees' subsequent level of job satisfaction did not receive support. Similarly, the proposed mediational mechanisms (i.e., managers' OCB and FSSB) of these crossover relations went unsupported...

show abstract

Section: Dynamic Job Satisfaction Shifts 24mentioning

confidence: 99%

Section: Dynamic Job Satisfaction Shifts 24mentioning

confidence: 99%

Dynamic Job Satisfaction Shifts: Implications for Manager Behavior and Crossover to Employees

Caughlin¹

2000

View full text Add to dashboard Cite

show abstract

“…In one study family-supportive supervision was defined as -the sensitivity, empathy, and flexibility provided by a supervisor to assist a subordinate in achieving balance‖ (Foley, Linnehan, Greenhaus, & Weer, 2006, p. 421). Family-supportive is a multidimensional construct (Hammer, Kossek, Zimmerman, & Daniels, 2007 making an employee aware of work-life policies and benefits, tolerating short calls home to check in with family members, arranging meetings in a way that facilitates working from home on specified days of the week, allowing an employee to work from home when they have a sick child, changing work schedules to better meet employees' needs, allowing employees to swap shifts, reassigning or assisting with tasks, or allowing an employee to bring their child to work when school is canceled unexpectedly. Examples of role modeling would include supervisors' own use of organizational benefits and personal strategies to effectively manage their own work and personal lives and making this visible to their employees.…”

Section: Defining Family Supportive Supervisionmentioning

confidence: 99%

“…Work-family culture has been defined as -the shared assumptions, beliefs, and values regarding the extent to which an organization supports and values the integration of employees' work and family lives‖ (Thompson et al, 1999, p. 394). Thompson and colleagues (1999) (Hammer et al, 2007). To support their conceptualization they stress that the two constructs are at different levels of measurement; work-family culture is an organizational construct whereas supervisor support is at a supervisor level.…”

Section: Broader Support Constructsmentioning

confidence: 99%

“…In their theoretical chapter, Hammer et al (2007) propose that increased family-supportive supervision leads to lower work-family conflict which in turn leads to improved Family-Supportive Supervision 26 employee health, greater employee safety, improved family outcomes, and better organizational outcomes. Thompson and colleagues (1999) found that higher levels of family-supportive supervision were related to increased benefit utilization.…”

Section: Overview Of Family-supportive Supervision and Organizationalmentioning

confidence: 99%

See 1 more Smart Citation

A Multi-Level Study of the Predictors of Family-Supportive Supervision

Hanson¹

2000

View full text Add to dashboard Cite

There is a growing awareness that informal supports such as family-supportive supervision are critical in assuring the success of work-life policies and benefits.Furthermore, it is believed that family-supportive supervision may have positive effects regardless of the number or quality of work-life polices and benefits an organization has in place. Given this recognition, work-life experts have emphasized the need for supervisor training to increase family-supportive supervision. To date however, there has been a paucity of research on the predictors of family-supportive supervision which could be used as the target of such a training intervention. This dissertation had three major aims: 1) to investigate which supervisor-level (e.g., reward system, productivity maintenance, salience of changing workforce, belief in business case, awareness of organizational policies and benefits, role-modeling) and employee-level (e.g., support sought) factors are most strongly related to familysupportive supervision; 2) to explore whether supervisor factors moderate the relationship between support sought and family-supportive supervision; 3) and to use a multilevel design to confirm the association between family-supportive supervision and work-family conflict. This study used a cross-sectional, two-level (e.g., supervisor, and employee) hierarchical design. The data were collected from supervisors (Nurse Managers N=67) and employees (Nurses N=757) at five hospitals in the Pacific Northwest. All of the major analyses were conducted using multi-level ii regression in HLM. The results indicated that family-supportive supervision was higher for employees who worked for managers with a stronger belief in the business case and for employees who sought support. None of the other supervisor-level factors were found to be significant predictors of family supportive supervision. There was no evidence that supervisor-level factors moderated that relationship between support sought and family-supportive supervision. Higher levels of family-supportive supervision were related to lower work-to-family conflict. These findings suggest that organizations seeking to reduce work-family conflict and increase family supportive supervision should consider intervening at multiple levels. This dissertation reviews a rich body of evidence demonstrating the business case for offering work-life supports that could serve as a starting point for developing a training to increase supervisors' belief in the business case. In addition, strategies for organizations to increase support seeking, which has been shown to be an important coping mechanism, are discussed.The multi-level design of this dissertation also contributes to the literature by demonstrating that the largest proportion of variability in family-supportive supervision is at the employee-level. This finding suggests the importance of measuring family-supportive supervision at the employee-level and suggests that future research should focus on the employee-level predictors of family-su...

show abstract

References

2014

Organizational Psychology

View full text Add to dashboard Cite

Clarifying the Construct of Family-Supportive Supervisory Behaviors (FSSB): A Multilevel Perspective

Cited by 133 publications

References 66 publications

Dynamic Job Satisfaction Shifts: Implications for Manager Behavior and Crossover to Employees

Dynamic Job Satisfaction Shifts: Implications for Manager Behavior and Crossover to Employees

A Multi-Level Study of the Predictors of Family-Supportive Supervision

References

Contact Info

Product

Resources

About