For today's managers, striking a sound work−home balance is an important matter. In this paper we investigate the relationship between organizational culture and work-tohome spillover. Two types of organizational culture, supportive and innovative, were compared with regard to work-to-home spillover. We measured work-to-home spillover with the help of positive and negative work−home interference measures: negative work− home interference was divided into strain-based negative work−home interference and time-based negative work−home interference. A total of 418 alumni of two Dutch business schools completed a questionnaire. The data were analysed by means of confirmatory factor analysis and structural equation modelling. Findings showed that a supportive culture explained most of the variance in positive work−home interference and strain-based negative work−home interference. The relationships between a supportive culture and positive and strain-based negative work−home interference were fully mediated by flexible work−home arrangements. Flexible work−home arrangements explained the variance in time-based negative work−home interference, while no relationship was found between supportive culture and time-based negative work−home interference. Innovative culture was positively related to positive work−home interference and timebased negative work−home interference. The outcomes suggest that a supportive culture, expressed in flexible work−home arrangements, can enhance positive spillover from the work domain to the home domain and diminish negative spillover. We suggest that improving the work−home interface may attract and retain valued managers.
Purpose
This paper aims to investigate the relationship between home-to-work spillover, measured as positive and negative home–work interference (HWI) and turnover intentions, as well as the mediating role of perceptions concerning training and development practices.
Design/methodology/approach
Data were collected among 418 respondents who were working at two business schools. A confirmative structural equation modeling analysis was conducted for the analysis.
Findings
As expected, positive HWI showed negative relationships with turnover intentions, while negative HWI related positively to turnover intentions. Training and development practices mediated the relationship between positive HWI and turnover intentions; the mediation effect was stronger for women than it was for men. Training and development practices did not mediate the relationship between negative HWI and turnover intentions, however.
Practical implications
The outcomes suggest that helping employees to balance their work and home lives can be beneficial for employees, as well as for employers in terms of reducing turnover intentions.
Originality/value
As contributions, additional insight into the relationship between positive and negative non-work factors and turnover intentions by examining the ways in which both positive as well as negative HWI are related to turnover intentions. Furthermore, the research considers the mediating role played by perceptions concerning human resource (HR) practices, and particularly training and development practices as perceived by the employee, in the relationship between positive and negative HWI and turnover intentions.
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