The Supportive Mentor as a Means of Reducing Work–Family Conflict

Nielson, Troy R.; Carlson, Dawn S.; Lankau, Melenie J.

doi:10.1006/jvbe.2001.1806

Cited by 200 publications

(142 citation statements)

References 49 publications

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“…This is consistent with [5], [6], [13], and [14] study. This indicates that social support from supervisor and co-workers can help academics cope with job stressors.…”

Section: Discussionsupporting

confidence: 93%

Social Support, Negative Affectivity, and Work Personal Life Balance of Academics

Shahid¹,

Amdan²,

Alwi³

et al. 2016

IJSSH

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Abstract-This study explores the relationship between social support, negative affectivity, and work-personal life balance among academic staff. The sample of this study comprised 70 academics at one faculty in one public higher educational institution in Perak, Malaysia. Quantitative research design using survey questionnaires was utilized for this study. Findings indicated that work-personal life balance is significantly related with social support and negative affectivity. In addition, social support from co-workers is the most significant predictor for work-personal life balance.

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“…This is consistent with [5], [6], [13], and [14] study. This indicates that social support from supervisor and co-workers can help academics cope with job stressors.…”

Section: Discussionsupporting

confidence: 93%

Social Support, Negative Affectivity, and Work Personal Life Balance of Academics

Shahid¹,

Amdan²,

Alwi³

et al. 2016

IJSSH

View full text Add to dashboard Cite

show abstract

“…Numerous studies found that working longer hours or longer days can seriously boost work family conflict (e.g., Shamir, 1983;Greenhaus et al, 1987;Carlson and Perrewe, 1999;Grzywacz and Marks, 2000;Nielson et al, 2001;Fagan, 2001;MacInnes, 2005;Boyar et al, 2008;Russell et al, 2009;Allen and Finkelstein, 2014). Moreover, work family conflict was found to be predicted by greater work demands (e.g., Yang et al, 2000), a greater time commitment to work (e.g., Parasurman and Simmers, 2001), rotating shifts (e.g., Shamir, 1983), higher organisational loyalty (e.g., Tenbrunsel et al, 1995), greater autonomy at work (e.g., Parasurman and Simmers, 2001), inequity rewards at work (e.g., Greenhaus et al, 1987), and working weekends (e.g., Shamir, 1983).…”

Section: Work Related Predictorsmentioning

confidence: 99%

“…Guardian, November 2000; Financial Times, September 2001; Sunday Times, January 2002 cited in White et al, 2003). However, in contrast, studies revealed that a supportive organisational culture, supervision, mentoring, family sensitive supervision, work flexibility and collective socialisation ameliorate work family conflict (e.g., Carlson and Perrewe, 1999;Nielson et al, 2001;Clark, 2002).…”

Section: Work Related Predictorsmentioning

confidence: 99%

“…The findings of studies on work family conflict that compare the experiences of men and women are not consistent with each other. Some studies found that women report more conflict between work and home than men (e.g., Loerch et al, 1989;Gutek et al, 1991;Lundberg et al, 1994;Nielson et al, 2001) whereas others found that men and women report similar levels of conflict (e.g., Eagle et al, 1997;Emslie et al, 2004;Winslow, 2005).…”

Section: Demographic Variables On Work Family Conflictmentioning

confidence: 99%

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The nature of work family conflict: A review and agenda for future research

Kengatharan

2015

ijhrs

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The main purpose of this research was to identify gaps in the existing literature on work family conflict from the past 30 years, and develop a viable research plan for further research. Research papers from peer-reviewed journals were collected from multiple databases including Proquest, Business Source Premier (EBSCOhost), Expanded Academic (Gale), Emerald, ISI Web Science, the Sloan Work and Family Research Network at Boston College, and Google Scholar. Full text papers published in English in the last three decades were included in this study. The collected papers were then classified and analysed using thematic content analysis. Factors influencing work family conflict, their consequences and the relevant constructs were systematically identified and summarised. The gaps in the extant literature from the past 30 years were identified and these were subsumed under a regional gap-theoretical cultural perspective, a measurement gap, cross cultural studies, organisational responsiveness, environmental factors and gender role theory. The present study serves as a springboard for future studies and theory building on the interaction between the work and family domains. This research is original in its nature as it has identified major strands of the extant literature on work family conflict and ipso facto it can guide research scholars towards the unknown terrain of the work family sphere. This research urges policy makers, practitioners and members of organisations to digest this knowledge and it aims to make them aware of the overarching area of work and family in the contemporary world. The major limitation of this study is the Tower of Babel Bias, to wit, research studies not published in English were excluded from this study.

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“…Mentored employees also demonstrate greater corporate responsibility and citizenship, and interest in organizational and community volunteerism (Piercy et al, 2006;Payne & Huffman, 2005;Chao, Walz & Gardner ,1992). Mentoring promotes positive attitudes which contribute to reduced work-nonwork conflict, less work-related stress (Nielson et al, 2001;Higgins, 2000;Scandura, 1997), and lower rates of job burnout (Kleinman, Siegel & Eckstein, 2001). Meta-analysis found mentoring to be positively correlated with promotions, expectations for advancement, and intentions to stay (Allen et al, 2004).…”

Section: Merits Of Formal Mentorshipmentioning

confidence: 99%

Mentoring Needs and Expectations of Generation-Y Human Resources Practitioners: Preparing the Next Wave of Strategic Business Partners

Munro

2009

jmr

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As organizations prepare for the arrival of Generation-Y HR practitioners as the next generation of strategic business partners in our 21 st century workplaces, questions ignite about Generation-Y's values and aspirations, and how we can engage them in our workplaces. At the forefront of organizational initiatives is mentorship which has resurged as a leading employee development tool. The purpose of this paper is to: examine the benefits of mentorship and the challenges and opportunities of Generation-Y engagement in the workplace; present results from a study on mentoring needs and expectations of Generation-Y HR practitioners; and; present a mentorship model built on collaboration and an action research framework. Surveys, focus groups, and one-on-one interviews with 452 participants generated robust data on the needs and expectations of Generation-Y in the formative years of their careers. Results are presented in the following thematic areas: competency profile of effective mentors, framework for mentor-protégé working relationships, anticipated outcomes of mentoring, approaches to learning and development, e-mentoring, and protégés' contributions to mentoring relationships. Findings reveal that mentoring is vital to development of the competencies for senior HR accountabilities and for understanding how HR fulfils strategic mandate. To achieve this mandate a five-phase mentoring model is proposed with an emphasis on sparking synergy between Generation-Y's personal values and organizational objectives. The need for mentorship programs with a strategic orientation is timely as HR continues to assert its leadership presence at the boardroom table and prepares the next generation of HR practitioners under whose leadership global communities will thrive.

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The Supportive Mentor as a Means of Reducing Work–Family Conflict

Cited by 200 publications

References 49 publications

Social Support, Negative Affectivity, and Work Personal Life Balance of Academics

Social Support, Negative Affectivity, and Work Personal Life Balance of Academics

The nature of work family conflict: A review and agenda for future research

Mentoring Needs and Expectations of Generation-Y Human Resources Practitioners: Preparing the Next Wave of Strategic Business Partners

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