Organizational Work-Home Culture and Employee Well-Being: Direct or Indirect Links?

Beauregard, T. Alexandra

doi:10.5465/ambpp.2006.22898627

Cited by 2 publications

(5 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Since organizations operate in multiple countries, it is important to understand how the culture of the country, social norms, national policies and government support for work-life balance influence the way in which organizations extend formal or informal support for employees (e.g. Beauregard, 2006).…”

Section: Discussionmentioning

confidence: 99%

“…Similar to negative career consequences, the organizational time demand dimension of work-family culture has also received little attention. Studies have mostly focused upon the consequences of working long hours, such as higher levels of work-life conflict (Thompson et al, 1999;Beauregard, 2006), alienation from family (Brett and Stroh, 2003) and lower work-family enrichment (Wayne et al, 2006). The relationship between time demands and OC was not found to be significant (O'Neill et al, 2009) in the only study that came up in the literature reviewed.…”

Section: Organizational Commitmentmentioning

confidence: 98%

“…Raghuram et al (2001) concluded that differences in use of FFPs were explained by country differences rather than by culture differences. There is limited research examining workfamily cultures in organizations using samples from multiple countries though evidence suggests increasing focus in this direction (Beauregard, 2006).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Work–family culture and organizational commitment

Agarwala

Arizkuren

Castillo

et al. 2020

View full text Add to dashboard Cite

PurposeTo understand whether the three dimensions of work–family culture, namely managerial support, negative consequences and organizational time demands relate in different ways with different types of commitment; affective, continuance and normative. The relationships were examined in a three-country cross-national context.Design/methodology/approachQuestionnaire survey was conducted in India, Peru and Spain among executives and managers drawn from both the manufacturing and the services sectors.FindingsThe three countries were both similar and different with Peru and Spain more similar to each other than with India. Managerial support dimension of work–family culture predicted affective commitment across all the three countries. Differences were found with respect to predictors of normative commitment. Managerial support predicted normative commitment for Spain. Lower negative career consequences resulted in decreased normative commitment among the managers in Peru and Spain.Research limitations/implicationsThe study has limitations of generalizability and common method variance.Practical implicationsHuman resource managers will find the study useful to determine which dimensions of work–family culture would predict the outcomes desired. The study has implications for the design of human resource practices in the industry.Originality/valueThe study is the first that addresses the three dimensions of work–family culture and organizational commitment in a cross-national context. The study suggests that the way in which work–family culture is conceptualized and experienced by employees may vary even among countries classified as “collectivist.”

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Organizational Commitmentmentioning

confidence: 98%

See 1 more Smart Citation

Work–family culture and organizational commitment

Agarwala

Arizkuren

Castillo

et al. 2020

View full text Add to dashboard Cite

show abstract

“…Academia's work pressure is a significant cause of work-related stress in both men and women, and is a particular culprit in generating work-family conflict, alienating workers from their families and reducing their "work-family enrichment" (Beauregard, 2006). Such illustrations inform the literature's "rational model", which predicts work-family conflict resulting from incompatible time demands between domains.…”

Section: Hypothesis 3: Publication Performance (Ps) Will Reduce Markmentioning

confidence: 98%

“…Yet many workers worry that their prospects for promotion will suffer if they do not put the needs of the organisation first, despite the formal offering of support programmes by employers (O'Driscoll et al, 2003). Perceptions that the organisation demands long hours are the strongest antecedents to work-family conflict (WFC), even when controlling for the number of hours actually worked (Beauregard, 2006). A family-friendly culture consists of perceptions that organisational time demands are constrained, with few negative career consequences from choosing work-life balance, and acknowledged managerial support of work-family balance (Anderson, Coffey, & Byerly, 2002).…”

Section: Hypothesis 3: Publication Performance (Ps) Will Reduce Markmentioning

confidence: 99%

Publishing success of marketing academics: antecedents and outcomes

Richard

Plimmer

Fam

et al. 2015

European Journal of Marketing

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

show abstract

Organizational Work-Home Culture and Employee Well-Being: Direct or Indirect Links?

Cited by 2 publications

References 0 publications

Work–family culture and organizational commitment

Work–family culture and organizational commitment

Publishing success of marketing academics: antecedents and outcomes

Contact Info

Product

Resources

About