Family supportive supervisor behavior and promotive voice: When and why are there gender differences in work–family?

Abstract

Purpose The purpose of this study is to examine the differential association of family supportive supervisor behavior on promotive voice under different gender. Further, while employees’ self-concept factors have received considerable attention in the research on the triggering mechanism of employee voice, the authors’ knowledge about how and when family factors affect employee voice remains underdeveloped. Design/methodology/approach According to the resource conservation theory and gender role theory, the authors constructed a research model to investigate the influence and boundary of family supportive supervisor behavior on employee promotive voice and tested their research model using a paired data of 332 married employees and their direct supervisors of enterprises in China. Findings The findings suggest that family supportive supervisor behavior has a positive effect on employee promotive voice. Family supportive supervisor behavior can strengthen employee promotive voice by improving work-to-family enrichment and reducing work–family conflict, yet no significant mediation effect was found regarding family-to-work enrichment and conflict. Furthermore, family supportive supervisor behavior is more likely to improve female employee work–family enrichment and assuage male employee work–family conflict and thus enhance employee promotive voice. Originality/value This study sheds light on the different influential paths of family supportive supervisor behavior on promotive voice of employees of different genders and provides references for enterprises to motivate employees’ promotive voice.

Mediation of work-family support and affective commitment between family supportive supervisor Behaviour and workplace deviance

“…Alternatively, leaders should fairly establish applicable rules to serve workers from the viewpoint of employees' demands, provide a pleasant working environment for employees, and try to fulfill organizational objectives. At the same time, the company could fully acknowledge and reward workers' contributions via the organization's promotion system [ 40 , 135 ]. Leaders, on the other hand, should maintain open communications with employees, understand employees' family and personal lives, timely understand employees' psychological status, and establish a mutual trust relationship to avoid employees' deviant behavior against the organization due to psychological slack [ 38 ].…”

“…Work-family supportive behavior takes place during several stages following the analysis of employee concerns [ 40 , 41 ]. The first stage is to obtain an employee's perspective on work-life support in an environment where they feel they have control over their work assignments and are free from interference or harassment by managers or co-workers [ 42 ].…”

Impact of family supportive leadership on taking charge behaviour: resource-gain-development framework perspective

“…This can generate a positive spillover effect from work to family. WFE creates a positive impact, vitality and motivation for employees, thus encouraging their TCB (Chambel et al, 2022;Li et al, 2022). Therefore, this study proposes the following hypothesis: H2.…”

“…Adequate resources at work generate positive emotions and energy, which persist in various areas and enable employees to evaluate their work situation more positively (Zhou et al, 2021;Xu et al, 2018). FSL provides instrumental and cognitive resources that contribute to effective work functioning and this may positively encourage employees' resilience and allow them to deal with work problems more effectively, put forward constructive suggestions and display more reform behaviours (Li et al, 2022;Yu et al, 2022;Chen, 2019). Therefore, this study proposes the following hypothesis: H1.…”

“…So a new style of leadership – family-supportive leadership (FSL) – has received increased academic attention (Hammer et al , 2009). It refers to leadership that lets employees achieve a virtuous cycle of work and family life, not only by providing understanding and support for the difficulties encountered at work but also by offering help with personal problems not connected to the job (Chambel et al , 2022; Li et al , 2022). Informal support from leaders is a key component influencing employee behaviour in the workplace.…”