Drawing on a conceptual model integrating research on training, work-family interventions, and social support, we conducted a quasi-experimental field study to assess the impact of a supervisory training and self-monitoring intervention designed to increase supervisors' use of family supportive supervisor behaviors. Pre-and post-intervention surveys were completed, nine months apart, by 239 employees at six intervention (N = 117) and six control (N = 122) grocery store sites. Thirty-nine supervisors in the six intervention sites received the training consisting of one hour of self-paced computer-based training, one hour of face-to-face group training, followed by instructions for behavioral self-monitoring (recording the frequency of supportive behaviors) to support on-the-job transfer. Results demonstrated a disordinal interaction for the effect of training and family-to-work conflict on employee job satisfaction, turnover intentions and physical health. In particular, for these outcomes, positive training effects were observed for employees with high family-to-work conflict, while negative training effects were observed for employees with low family-to-work conflict. These moderation effects were mediated by the interactive effect of training and family-to-work conflict on employee perceptions of family-supportive supervisor behaviors. Implications of our findings for future work-family intervention development and evaluation are discussed. Although the importance of increasing employers' work-family support has been widely advocated, there are two primary gaps in the literature indicating a need for more rigorous longitudinal and quasi-experimental research that is based on theory and designed to examine the processes and mechanisms by which this support operates. First, the workfamily field is in need of studies that integrate research on family-specific supervisor support and work-family conflict with actual workplace human resource initiatives such as training designed to increase this support. Although there is a growing literature on the importance of perceived organizational and supervisor support for family in relation to key work-family outcomes (cf. Allen, 2001), more research is needed to examine the processes by which employee perceptions of family-specific supervisor support link to human resource change initiatives. Specifically, supervisory training to increase support for family is currently among the most frequently advocated interventions by work-life experts (cf. Hopkins, 2005). Further, while hundreds of studies have examined perceived organizational support for the family, the antecedents of work-family conflict, and how work-family conflict relates to key outcomes such as job satisfaction (cf. Eby, Casper, Lockwood, Bordeaux, & Brinley, 2005;Kossek & Ozeki, 1998;, this literature is not well connected to the research on work-family interventions.A second gap that has been identified in recent reviews pertains to the need for improvement in not only the quality of intervention res...
