Family-Responsive Variables and Retention-Relevant Outcomes Among Employed Parents

Abstract

This study examined the influence of family-responsive variables and the moderating influence of gender on the retention-relevant outcomes of organizational commitment and turnover intentions. Data were obtained with the aid of structured questionnaires from employed parents (N = 228) in a human service authority in Hong Kong. Results of regression analysis revealed that satisfaction with work schedule flexibility and supervisor work-family support were related to both retention-relevant outcomes. Contrary to our prediction, gender did not moderate the influence of any of the family-responsive variables on the retention-relevant outcomes. Limitations of the study, directions for future research and implications of the findings for enhancing the effectiveness of family-responsive human resource policies are discussed.

Making the link between work-life balance practices and organizational performance

“…With regard to job attitudes, use of and satisfaction with work schedule flexibility has been associated with increased organizational commitment and reduced turnover intentions (Aryee, Luk, & Stone, 1998;Halpern, 2005;Houston & Waumsley, 2003), and voluntary reduced hours have been linked to greater job satisfaction, loyalty, and organizational commitment (Williams, Ford, Dohring, Lee, & MacDermid, 2000). A number of studies have found that employees who benefit from childcare centres, referral services and other family-supportive practices report higher levels of commitment to the organization (Goldberg, Greenberger, Koch-Jones, O'Neil, & Hamill, 1989;Grover & Crooker, 1995;Orthner & Pittman, 1986;Youngblood & Chambers-Cook, 1984).…”

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

“…The construct of family-supportive supervision has been shown to have four dimensions: emotional support, instrumental support, role modeling, and creative work-family management (Hammer et al, 2009). Family-supportive supervision has been linked to reduces stress and strain (e.g., lower stress (Behson, 2005;Thompson & Prottas, 2006), emotional exhaustion (Thompson, Kirk, & Brown, 2005b), work-family conflict (Kossek et al, In press), cardiovascular risk factors (Berkman et al, 2010); and longer sleep (Berkman et al, 2010)) as well as improved organizational outcomes (e.g., greater job performance (Clark, 2001;, job satisfaction (Aryee & Luk, 1996;Behson, 2005;Frye & Breaugh, 2004;Hammer et al, 2009; and organizational commitment (Allen, 2001;Aryee et al, 1998;Thompson et al, 2004), and lower withdrawal behaviors (Allen, 2001;Aryee et al, 1998;Behson, 2005;Hammer et al, 2009;Thompson et al, 1999;Thompson et al, 2004)). The link between family-supportive supervision and these important employee and organizational outcomes demonstrated the importance of understanding the antecedents of family-supportive supervision and how it could be increased.…”

“…Allen (2001) found that supervisor support was negatively related to work-family conflict and positively related to organizational commitment. Aryee, Luk, and Stone (1998) demonstrated that greater familysupportive supervision was related to increased organizational commitment. Thompson, Jahn, Kopelman, and Prottas (2004) also found that greater familysupportive supervision was associated with increased organizational commitment.…”

“…In the work-family literature it is believed that increased family-supportive supervision will lead to a variety of positive organizational outcomes either by directly reducing work-family conflict or by positively impacting organizational culture, increasing benefit usage and/or increasing flexibility, which will in turn help to reduce work-family conflict (Aryee, Luk, & Stone, 1998;Thompson et al, 1999). 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.…”

“…Supervisors may provide support by informing employees about, or referring employees to, formal benefits as well as informally by providing emotional support or making ad hoc arrangements or accommodations that are not outlined in formal policies. Greater supervisor support has been linked to organizational outcomes such as higher job satisfaction (Aryee & Luk, 1996;Hammer et al, 2009); greater employee commitment (Aryee et al, 1998;Thompson et al, 2004); better job performance (Babin & Boles, 1996;Baruch-Feldman et al, 2002;Discussion 102 Clark, 2001;Schaefer & Moos, 1993); and lower turnover (Aryee et al, 1998;Hammer et al, 2009;Thompson et al, 1999). In addition, family-supportive supervision has been related to lower work-family conflict, which has in turn been related to better organizational outcomes (Behson, 2005;Frye & Breaugh, 2004;.…”