Work Resources, Work-to-Family Conflict, and its Consequences: A Taiwanese-British Cross-Cultural Comparison

Document Type

Article

Publication Date

2-2009

Keywords

work-to-family conflict, work resources, supervisory support, organizational family values

Digital Object Identifier (DOI)

https://doi.org/10.1037/a0013988

Abstract

The aim of this research was to explore relations between work resources (supervisory support and organizational family supportive values), work-to-family conflict (WFC), and work- and nonwork-related outcomes in a cross-cultural comparative context involving Taiwanese and British employees. The authors surveyed 264 Taiwanese employees and 137 British employees using structured questionnaires. For both Taiwanese and British employees, work resources were found to be negatively related to WFC but positively related to work satisfaction. WFC was negatively related to work and/or family satisfaction. More important, the authors found that nation moderated the relationship between supervisory support and WFC: Supervisory support had a stronger protective effect for Taiwanese than British employees. It is thus recommended that, in addition to introducing various family-friendly policies, companies should be more active in cultivating a family-supportive organizational culture and mobilizing managers to act as supporters of family life, especially in societies sanctioning collectivistic values and large power distance. (PsycINFO Database Record (c) 2016 APA, all rights reserved)

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Citation / Publisher Attribution

International Journal of Stress Management, v. 16, issue 1, p. 25-44

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