“…Up until this point, there has been very little empirical investigation on the relationship between workfamily conflict and work performance. Past research has mostly focused on limiting the effect of work-family conflict on few variables, such as leadership (Major and Cleveland, 2007;Hammer et al, 2009;Major and Morganson, 2011,;Matthews et al, 2013;Hill et al, 2016), organizational support (Keoboualapheth et al, 2017), psychological well-being (e.g., Allen et al, 2000;O'Driscoll et al, 2004;Ibrahim et al, 2009;Karimi et al, 2011;Lee et al, 2013;Matthews et al, 2014), psychological safety (Cullen, 2005;Dollard and Bakker, 2010;Dollard and Karasek, 2010;Hall et al, 2010;Murphy, 2011), and the relation between work-family conflict and work-family relationship with work stress (Kazmi et al, 2017;Lu et al, 2017;Smith et al, 2018), exhaustion (Chen and Huang, 2016), burnout (Montgomery et al, 2003), job control (Proost et al, 2010;Golden et al, 2013), job satisfaction (Aryee et al, 2005;Ford et al, 2007;Kafetsios, 2007) and turnover intention (Lu et al, 2017). Despite research advances, work-family scholars still lack clear understanding of how constructs of the psychological well-being and psychological safety relate to employee's job performance Resolution of workfamily conflict affects employee psychology that translates to positive work behavior.…”