LMX, Breach Perceptions, Work-Family Conflict, and Well-Being: A Mediational Model

Abstract

Despite research advances, work-family scholars still lack an understanding of how leadership constructs relate to an employee's ability to effectively manage the work-family interface. In addition, there remains a need to examine the process through which leadership and work-family conflict influence well-being outcomes. Using a sample of 312 workers, a mediated process model grounded in social exchange theory is tested wherein the authors seek to explain how leaders shape employee perceptions, which, in turn, impact organizational fulfillment of expectations (i.e., psychological contract breach), work-family conflict, and well-being. A fully latent structural equation model was used to test study hypotheses, all of which were supported. Building on existing theory, findings suggest that the supervisor plays a critical role as a frontline representative for the organization and that work-family conflict is reduced and well-being enhanced through a process of social exchange between the supervisor and worker.

Turkish Validation of the Work-Family Conflict Scale

“…In addition to these values, item-total correlations, which are another indicator of reliability, showed satisfactory results between .59 and .72. These reliability values are consistent with the result conducted previously (Annor & Amponsah-Tawiah, 2017;Hill et al 2016;Matthews et al, 2010;Rudolph et al, 2014).…”

“…Factor loadings were above .50 mostly above .70 and were all statistically significant. These findings show consistency with the earlier studies conducted in various cultures and contexts (Annor & Amponsah-Tawiah, 2017;Hill, Morganson, Matthews, & Atkinson, 2016;Rudolph, Michel, Harari & Stout, 2014).…”

Reactions to psychological contract breaches and organizational citizenship behaviours: An experimental manipulation of severity

“…Participants were then again reminded to imagine themselves in the situation described in the vignette as they completed the perceptions of breach, violation, relational contract, and taking charge behaviour measures for a second time to assess post‐manipulation levels. A portion of this data has been previously published (Hill, Morganson, Matthews, & Atkinson, ). Previously published data emphasized a meaningfully different content area.…”

Work-Family Conflict Impact on Psychological Safety and Psychological Well-Being: A Job Performance Model

“…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.…”