Reducing work–family conflict through different sources of social support

Daalen, G. van; Willemsen, T.M.; Sanders, Karin

doi:10.1016/j.jvb.2006.07.005

Cited by 217 publications

(157 citation statements)

References 38 publications

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“…We assume that the more family members the employee has, the more family resources he or she can access. For example, family members can provide instrumental help (taking over household tasks) and empathy, love, and advice (van Daalen, Willemsen, & Sanders, 2006). Employees with a partner and children therefore have more family resources than employees with a partner but without children, and even more than singles without children.…”

Section: Confl Ict or Enrichment?mentioning

confidence: 99%

“…It has been suggested that emotional support at work helps balance work and family roles because it contributes to the employee's energy level (van Daalen et al, 2006). A supportive supervisor may help boost an employee's energy level by discussing family-related problems, reinforce the employee's positive self-image by giving feedback, and reduce stress by showing understanding for the employee's family life (Halbesleben, 2006;Lapierre & Allen, 2006).…”

Section: Supervisor Supportmentioning

confidence: 99%

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Effective work‐life balance support for various household structures

Brummelhuis

Lippe

2010

Human Resource Management

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Section: Confl Ict or Enrichment?mentioning

confidence: 99%

Section: Supervisor Supportmentioning

confidence: 99%

Effective work‐life balance support for various household structures

Brummelhuis

Lippe

2010

Human Resource Management

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“…Work-family conflict is "a form of inter role conflict in which the role pressures from the work and family domains are mutually incompatible in some respect", such that participation in one domain becomes more difficult due to the demands of participation in the other domain and vice versa (van Daalen et al, 2006). Work-family conflict is considered to be bi-directional i.e., work can interfere with family (work-to-family conflict; WFC) and family can interfere with work (family-to-work conflict; FWC).…”

Section: Work-family Conflictmentioning

confidence: 99%

“…The third form of WFC identified by Greenhaus and Beutell (1982) is strain-based conflict. This form of conflict occurs when pressures from one role interferes with fulfilling the requirements of another role (van Daalen et al, 2006). Traditionally, researchers have measured WFC uni-directionally where the conflict occurred when work interfered with family.…”

Section: Work Interference With Family Conflict (Wifc)mentioning

confidence: 99%

The relationship between family-to-work conflict of employee and co-workers' turnover intention

Sharafi¹,

Shahrokh²

2012

MSL

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Previous studies have convincingly shown that employees' family lives can affect their work outcomes. We investigate whether family-to-work conflict (FWC) experienced by the employee also affects the turnover intention of a co-worker. We predict that the employee's FWC has an effect on the co-worker's turnover intention through the crossover of positive and negative work attitudes. Using a sample of 154 co-worker dyads, we found that the employee FWC was positively related to co-worker turnover intention through the crossover of (reduced) work engagement. Results show that family matters at work, affecting employee. In addition, employee's job engagement was positively related to his (her) co-worker job engagement and it was negatively related co-worker turnover intention and employee's FWC was not positively related to co-worker turnover intention trough the crossover of (reduced) feelings of engagement.

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“…Practically, the occasion whereby two or more employees exchanging resources with the aim to help employee who demanding support (Van Daalen, Willemsen, & Sanders, 2006) to improve performance without forsaking the availability of the other existing resources (Seiger & Wiese, 2009). Hence, social support is a relationship made available by co-workers or superiors in which act to support employees and increases the quality of work within the organization.…”

Section: Introductionmentioning

confidence: 99%

The Relationship Between Job Autonomy And Social Support With Turnover Intention

Michael¹,

Hassan²,

Kasa³

2018

The European Proceedings of Social and Behavioural Sciences

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Boredom at workplace is a negative well-being displayed by both blue and white collar employees who had lost their passion and value towards jobs under non stimulating working environment. Yet, there are limited studies in this area. Scholars had constantly associated boredom with negative working performance such as job dissatisfaction, high absenteeism, poor health condition and low organizational commitment. However, the association with turnover intention remains debatable. In Malaysia, the turnover intention among academicians of private higher education institutions (PHEIs) is in critical stage ever since year 2013. Although the Ministry of Higher Education (MOHE) Malaysia recognize the potential of PHEIs in supporting Malaysia to be the Asia educational hub, this issue remain unsolved which may jeopardize the success. Therefore, this study put forward the antecedents and consequence of boredom at workplace under a single model which includes the investigation of job autonomy, social support, and turnover intention among academicians. A quantitative study was conducted by obtaining data from 279 academicians working for 20 (PHEIs) in Sarawak. The results showed that job autonomy was not significantly associated with turnover intention because job autonomy has no association with boredom at the first place. In contrast, social support was negatively associated with boredom which led to positive association with turnover intention. Moreover, the result confirmed the presence of boredom as mediator upon bootstrapping. It is suggested that PHEIs shall motivate academicians to actively participate in trainings, conferences, and seminars as the opportune time can be used to build good rapport among them.

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Reducing work–family conflict through different sources of social support

Cited by 217 publications

References 38 publications

Effective work‐life balance support for various household structures

Effective work‐life balance support for various household structures

The relationship between family-to-work conflict of employee and co-workers' turnover intention

The Relationship Between Job Autonomy And Social Support With Turnover Intention

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