Work–family conflict, family satisfaction and employee well‐being: a comparative study of Australian and Indian social workers

Abstract

Work‐to‐family conflict and family‐to‐work conflict have been widely investigated as antecedents of well‐being in various employee groups. However, these studies have largely been performed in Western countries, and only a few studies have investigated the phenomenon using both Western and non‐Western samples. The present study contributes to the literature by investigating work–family conflict experiences of social workers in Australia and India. More specifically, it explores the impact of work‐to‐family conflict and family‐to‐work conflict on well‐being and the mediating role of family satisfaction in this relationship. Our findings reveal the direct negative effects of work‐to‐family conflict on well‐being and family satisfaction in both groups and of family‐to‐work conflict on well‐being of Indian social workers. There is evidence that family satisfaction mediates work–family conflict and well‐being relationships in both samples. We discuss the theoretical and practical implications of the findings for HRM policies in social service agencies of both countries.

Towards More Proactive Sustainable Human Resource Management Practices? A Study on Stress Due to the ICT-Mediated Integration of Work and Private Life

“…Other research shows that some organizations take the merging of work and family into account and facilitate this merger for their employees [68]. Research indicates that organizations' adoption of family-friendly policies and working hour arrangements leads to greater job satisfaction, improved performance, reduced sick leave and a better work-life balance among employees [47,[69][70][71]. One could argue that these organizations have adopted a more Socially Sustainable HRM in line with Stankevičiūtė and Savanevičienė [33].…”

“…Many theories seek to understand and explain the relationship between work and other life, for instance, work-life balance [43,44], work-life conflict [45,46], or work-to-family conflict and familyto-work conflict [47]. Some research focuses sharply on how one sphere encroaches on the other, such as "work-to-family interference" [48] or work spillover [49], or more positive aspects such as how work engagement enriches employees beyond the contribution of the domain of work [50], while other studies underline the importance of reciprocity [51,52].…”

Supervisor Support for Employee Performance in Australia: Mediating Role of Work‐Life Balance, Job, and Life Attitude

“…Within the Australian context, Drummond et al (2017) investigated how gender, geographical region, and household dependents moderated the mediating relationships between social support, work‐family conflict, and well‐being. In a comparative study of social workers, a negative relationship was reported between workfamily conflict and wellbeing and family satisfaction (Kalliath et al, 2017). In a study of Australian households, employee well‐being was found to have a stronger association with individual effort than with organizational WLB programs (Zheng et al, 2015).…”

Contributions to Sustainability in SMEs: Human Resources, Sustainable Product Innovation Performance and the Mediating Role of Employee Creativity

“…In sum, the results reveal the key role managers have to play to turn knowledge, motivation, and relationships into creative ideas and sustainable PIP. In this line, managers must make a continuous investment in factors of tacit knowledge (experience, abilities, training, and practical courses) [109][110][111][112][113][114][115], factors of intrinsic motivation [116][117][118] (satisfaction, commitment, responsibility, identification and consideration of problems) and factors of informal relationships [119] (meetings, cooperation or common spaces or offices) without neglecting certain factors associated with explicit knowledge (employee qualification and databases and intranet), extrinsic motivation (group incentives), and formal relationships (stakeholders relationships: suppliers, customers and other allies) if they want to maintain a sustainable competitive advantage through creativity and PIP.…”