Work–family enrichment and satisfaction: the mediating role of self-efficacy and work–life balance

Chan, Xi Wen; Kalliath, Thomas; Brough, Paula; Siu, Oi Ling; O’Driscoll, Michael P.; Timms, Carolyn

doi:10.1080/09585192.2015.1075574

Cited by 137 publications

(125 citation statements)

References 82 publications

Supporting

Mentioning

108

Contrasting

Unclassified

Order By: Relevance

“…For example, those high in self-efficacy can work efficiently, therefore saving resources for other purposes such as life outside of work (Judge & Bono, 2001). Thus, we believe that developing this psychological resource through work may enhance the experience of WFE as previous work has demonstrated a positive relationship between self-efficacy and WFE (Chan et al, 2016).…”

Section: Work Resourcesmentioning

confidence: 99%

Spillover and crossover of work resources: A test of the positive flow of resources through work–family enrichment

et al. 2019

View full text Add to dashboard Cite

Summary In their seminal model of work–family enrichment, Greenhaus and Powell (2006) theorized five categories of work resources to have an impact on work–family enrichment. Using a matched set of 351 dual‐career spouses, we explored how these unique work resources contribute to work–family enrichment and how they spill over to shape job incumbents' family outcomes and cross over to spouse outcomes. Results support indirect effects for the work resources of developmental experiences, supervisor support, schedule control, and self‐efficacy, but not salary, on marital satisfaction and family functioning through the job incumbent's work–family enrichment. In addition, we found support for the crossover of these indirect effects to the spouse through the spouse's positive crossover transmission, which facilitated the spouse's marital satisfaction and commitment to the job incumbent's organization. Our results suggest that multiple work resources have an impact on work–family enrichment and that the flow of positive work resources through work–family enrichment spills over to impact outcomes for the job incumbent and crosses over to the spouse.

show abstract

Section: Work Resourcesmentioning

confidence: 99%

Spillover and crossover of work resources: A test of the positive flow of resources through work–family enrichment

et al. 2019

View full text Add to dashboard Cite

show abstract

“…In fact, there are studies that indicate that WLB programs show indirect effects to help employees improve their well-being conditioned by individuals' positive attitudes and their life coping strategies [50]. For instance, the WLB has been demonstrated to have positive relation to the employee self-efficacy [31]. Other study shows that the emotionally intelligent employees are better in managing their WLB and are more satisfied with their job [24].…”

Section: Work-life Balance For Fulfilling the Needs Of New Generationsmentioning

confidence: 99%

“…Moving to a rich WLB, literature indicates that WLB helps in the development of psychological availability and augmenting employee positive energy [30], and highlights that the satisfaction level with the WLB plays a role in supporting mental health [22]. Others works have indicated that WLB has a positive effect on job and family satisfaction [31], and recently it has been proved that a positive correlation exists between job satisfaction and WLB [24].…”

Section: Introductionmentioning

confidence: 99%

Work-Life Balance in Great Companies and Pending Issues for Engaging New Generations at Work

Hernández

González-López

Buenadicha-Mateos

et al. 2019

IJERPH

View full text Add to dashboard Cite

The changing nature of employment and work causes new demands in society, such as work-life balance, that has emerged in labor relations as an important aspect of a healthy work environment. In this context, Best Companies to Work for are a reference in caring for their staff, and it is well known that new generations—that frequently use the Internet to be informed—are making their decisions as job seekers by checking and comparing corporate websites. In order to learn from the best companies, but also to discover what could be improved by identifying the gaps, this study observes the current work-life balance practices in the last Best Companies to Work for awarded by Fortune. The main contribution of this work is the development of a weighted index for benchmarking purposes considering the preferences of new generations at work. The study demonstrates that the best companies still report low levels of work-life balance information. The main implication drawn from the study, due the requirements of new generations at work and the rapidly emerging field of e-recruiting, is the need for human resource departments to fit work and personal life in a fluid way, while maintaining a healthy balance. It is also recommended for companies to improve their disclosure of work-life practices on line for attracting talent from Millennials and Generation Z.

show abstract

“…WFB, defined as the ‘accomplishment of role‐related expectations that are negotiated and shared between an individual and his/her role‐related partners in the work and family domains’ (Carlson, Grzywacz and Zivnuska , 1459), has been shown to positively relate to job and family satisfaction (Chan et al. ) and negatively relate to anxiety and depression, across cultures (Haar et al. ).…”

mentioning

confidence: 99%

Effects of servant leadership on work–family balance in China

Wang

Kwan

Zhou

2016

Asia Pac J Human Res

View full text Add to dashboard Cite

While an increasing number of studies focus on work-family balance (WFB), little research has examined WFB in China. We aim to fill this gap by exploring the antecedents to WFB for Chinese employees. On the basis of the WFB model, we propose that servant leadership positively influences WFB through identification with the leader and work-to-family positive spillover (WFPS). We conducted a field survey in an insurance company in Shanghai. Two hundred salespersons with an average age of 32.5 were surveyed (116 women and 84 men). The results indicate that perceived servant leadership indirectly promotes WFB. The positive relationship between servant leadership and WFB is mediated by identification with the leader and WFPS, which operate in tandem. We discuss the theoretical and managerial implications of our findings.Keywords: China, identification with the leader, servant leadership, work-family balance, workfamily positive spillover Key points 1 The findings provide evidence that servant leadership promotes identification with the leader. 2 Resources generated from identification with the leader positively spill over to the family domain. 3 Work-family positive spillover contributes to work-family balance. 4 Perceived servant leadership has an indirect effect on work-family balance through identification with the leader and work-family positive spillover.Work and family are closely interconnected domains of human life (Burke and Greenglass 1987;Kanter 1977;Xiao and Cooke 2012). People play different roles in their work and family. The demands on employees from each domain are key sources of stress (Choi 2008). Moreover, the demands from each domain may conflict with each other, making it difficult for people to achieve work-family balance (WFB).

show abstract

Work–family enrichment and satisfaction: the mediating role of self-efficacy and work–life balance

Cited by 137 publications

References 82 publications

Spillover and crossover of work resources: A test of the positive flow of resources through work–family enrichment

Spillover and crossover of work resources: A test of the positive flow of resources through work–family enrichment

Work-Life Balance in Great Companies and Pending Issues for Engaging New Generations at Work

Effects of servant leadership on work–family balance in China

Contact Info

Product

Resources

About