Family–work conflict and job performance: A diary study of boundary conditions and mechanisms

Nohe, Christoph; Michel, Alexandra; Sonntag, Karlheinz

doi:10.1002/job.1878

Cited by 101 publications

(75 citation statements)

References 89 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Previous research indicates that the stress employees experience in one sphere (e.g., personal) can spill over and negatively influence attitudes and behaviours in another sphere (e.g., work; Lim and Tai, 2014;Nohe et al, 2014). Energy resource losses due to adverse conditions outside the workplace may undermine employees' ability to allocate significant time to discretionary, energy-consuming work activities (Hobfoll and Shirom, 2000;Quinn et al, 2012).…”

Section: Mediating Role Of Championing Behaviourmentioning

confidence: 99%

Can employees perform well if they fear for their lives? Yes – if they have a passion for work

Haq

Clercq

Azeem

2019

View full text Add to dashboard Cite

Purpose With a basis in conservation of resources theory, the purpose of this paper is to investigate the mediating role of championing behaviour in the relationship between employees’ fear of terror and their job performance, as well as the buffering role of their passion for work, as a personal resource, in this process. Design/methodology/approach The tests of the hypotheses rely on three-wave, time-lagged data collected from employees and their supervisors in Pakistan. Findings An important reason that concerns about terrorist attacks diminish performance is that employees refrain from championing their own entrepreneurial ideas. This mediating role of idea championing is less salient, however, to the extent that employees feel a strong passion for their work. Practical implications For human resource managers, this study pinpoints a key mechanism – a reluctance to mobilize active support for entrepreneurial ideas – by which fears about terrorism attacks can spill over into the workplace and undermine employees’ ability to meet their performance requirements. It also reveals how this mechanism can be better contained by the presence of adequate personal resources. Originality/value This study adds to burgeoning research on the interplay between terrorism and organizational life by specifying how and when employees’ ruminations about terrorism threats might escalate into diminished performance outcomes at work.

show abstract

Section: Mediating Role Of Championing Behaviourmentioning

confidence: 99%

Can employees perform well if they fear for their lives? Yes – if they have a passion for work

Haq

Clercq

Azeem

2019

View full text Add to dashboard Cite

show abstract

“…If only three of 100 employees taking part in an intervention improve their mindfulness, 3.3% can better detach from work and 9.2% reduce their strain-based conflict. Even those small effects are likely to be positively related to health (Amstad, Meier, Fasel, Elfering, & Semmer, 2011;H€ ulsheger et al, 2012) and performance (Nohe, Michel, & Sonntag, 2014).…”

Section: Limitations and Implications For Future Researchmentioning

confidence: 99%

Mindfulness as a cognitive–emotional segmentation strategy: An intervention promoting work–life balance

Michel

Bosch

Rexroth

2014

J Occupat & Organ Psyc

Self Cite

219

172

View full text Add to dashboard Cite

Employees struggling with work‐related cognitions, emotions, and associated energy levels during non‐work time can find their private roles impaired and work–life balance derogated. To reduce unwanted psychological preoccupation with work concerns, boundary theory suggests employees find their ideal way to integrate or segment both life domains. In this study, the authors design and evaluate an intervention teaching mindfulness as a cognitive–emotional segmentation strategy to promote work–life balance. They use a randomized waitlist control group design to evaluate effects of a 3‐week online self‐training intervention, with 246 employees participating at pre‐ and post‐test, and 191 participating at a 2‐week follow‐up. As expected, experimental group participants, compared with control group participants, experienced significantly less strain‐based work–family conflict and significantly more psychological detachment and satisfaction with work–life balance. Practitioner points Mindfulness, a cognitive–emotional segmentation strategy, enables employees to balance between work and private life. Voluntary organizational health and work–life balance programmes should include low‐cost but effective brief mindfulness interventions.

show abstract

“…People who work far away from home without being accompanied by family members commonly generate ruminative thoughts about home and have a strong desire to return home (Eurelings-Bontekoe et al, 1994). These persisting thoughts may consume their attention and cognitive resources, attenuating the use of contextual resources in the workplace, such as dealing with supervisor feedback, which may result in diminished performance at work (Demerouti, Taris, & Bakker, 2007;Nohe, Michel, & Sonntag, 2014). In addition, homesick employees are more likely to experience negative feelings and even physical illness (Van Tilburg, 2007).…”

Section: The Impact Of Homesicknessmentioning

confidence: 99%

Does homesickness undermine the potential of job resources? A perspective from the work–home resources model

Derks

Bakker

et al. 2017

J Organ Behavior

View full text Add to dashboard Cite

Rapid economic development in recent decades has resulted in a considerable increase in the number of people working far away from their home locations. Homesickness is a common reaction to the separation from home. Our research uses the work-home resources model to explain how the experience of homesickness can undermine the positive effect of job resources on job performance (i.e., task performance and safety behavior). In addition, we hypothesize that emotional stability and openness are key resources that can buffer the negative interference of homesickness with the job resources-performance relationship. We conducted two studies to test our hypotheses. Study 1 was a two-wave longitudinal study using a migrant manufacturing worker sample. In this study, homesickness was measured at the between-person level, and performance was measured three months later. Study 2 was a daily diary study conducted in a military trainee sample. In this study, homesickness was measured at the within-person level to capture its fluctuations over 20 days, and daily job performance was assessed using supervisor ratings. Both studies showed evidence of the hypothesized moderating effect of homesickness and three-way interaction effects of job resources, homesickness, and key resources (i.e., emotional stability and openness) on task performance and safety behavior.

show abstract

Family–work conflict and job performance: A diary study of boundary conditions and mechanisms

Cited by 101 publications

References 89 publications

Can employees perform well if they fear for their lives? Yes – if they have a passion for work

Can employees perform well if they fear for their lives? Yes – if they have a passion for work

Mindfulness as a cognitive–emotional segmentation strategy: An intervention promoting work–life balance

Does homesickness undermine the potential of job resources? A perspective from the work–home resources model

Contact Info

Product

Resources

About