Organizational work–family resources as predictors of job performance and attitudes: The process of work–family conflict and enrichment.

Odle-Dusseau, Heather N.; Britt, Thomas W.; Greene–Shortridge, Tiffany M.

doi:10.1037/a0026428

Cited by 201 publications

(217 citation statements)

References 72 publications

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“…We found that emotional and instrumental family related social supports from coworkers enhanced the positive experiences of work to family enrichment of employees, which in turn created the sense of obligation and indebtedness to reciprocate by displaying ICBs (i.e., person & task Focused). These results are also consistent with previous mediational studies which have incorporated work to family enrichment as bridge, based on SET (Baral & Bhargava, 2010;Fung et al, 2013;McNall et al, 2009;Odle-Dusseau et al, 2012;Tang et al, 2014). Our study extended by testing the specifi c indirect effects of two types of family related social supports from coworkers on two specifi c citizenship behaviours.…”

Section: Discussionsupporting

confidence: 82%

Reciprocation at work: the role of work to family enrichment and family role salience

Kumar¹,

Channa²,

Bhutto³

2018

E+M

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Section: Discussionsupporting

confidence: 82%

Reciprocation at work: the role of work to family enrichment and family role salience

Kumar¹,

Channa²,

Bhutto³

2018

E+M

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“…Specifically, consistent with the literature, we expect a direct effect of job resources on WFE (Carlson et al, 2006;Odle-Dusseau et al, 2012;Siu et al, 2010).…”

supporting

confidence: 72%

“…Among principal determinants of WFE, the literature has widely considered job resources (Odle-Dusseau et al, 2012;Siu et al, 2010) since they have an important role in enrichment processes, according to the above mentioned definition by Greenhaus and Powell (2006).…”

mentioning

confidence: 99%

When work enriches family‐life: the mediational role of professional development opportunities

Molino

Ghislieri

Cortese

2013

Journal of Workplace Learning

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PurposeSeveral studies have pointed out the importance of work‐family enrichment (WFE) for individuals' well‐being and organizations and for this reason, it seems important to understand how organizations may promote it. This study attempts to understand the role of organizational resources and, particularly, of opportunities for professional development (OPD), in promoting WFE. Specifically, it aims to test the mediation role of OPD between job resources (supervisor and colleague support, job security) and WFE.Design/methodology/approachThe study was conducted using a self‐report questionnaire administered to 353 employees and self‐employed workers from different occupational sectors.FindingsFilling a gap in the literature, the results showed that two job resources (supervisor support and job security) increase OPD which, in turn, mediates the relationship between the two job resources and WFE. Colleague support showed only a direct positive effect on WFE.Research limitations/implicationsThe first limitation of this research concerns the cross‐sectional design of the study, due to which no causal conclusions can be drawn. Moreover, future research might integrate some job demands and additional job resources into the model. Finally, regarding OPD, it is necessary to improve both understanding and measurement of this construct.Practical implicationsBased on the study's findings, organizations are encouraged to improve opportunities for job training and professional development, with important benefits for individuals, in terms of quality of work and life, and for organizations, in terms of better job attitudes and performance. Moreover, with regard to job security, more protection should be given to workers in order to enhance the quality of workplace learning and extra‐work life.Originality/valueThis study highlights the importance of integrating OPD into work‐family studies, demonstrating their role in enhancing the quality of life in the family domain. Furthermore, this study is one of the first to focus on job security as a significant resource in promoting professional development.

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“…This theory holds that the degree of "fit" between employee needs and organizational supplies impacts employees' attitudes. In this regard, for example, the evidence (Odle-Dusseau et al, 2012) indicates that the interaction between working life and family life is shaped by cognitive assessments of the situation itself. Hence, it is likely that positive attitudes towards work (basically job satisfaction) arise when the degree of perceived fit between the person and the work environment is high, while negative attitudes would develop when the person-environment adjustment is perceived to be low.…”

Section: Discussionmentioning

confidence: 99%

Impact of Management Practices on Job Satisfaction

Omar

Salessi

Urteaga

2017

RAM, Rev. Adm. Mackenzie

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Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. ALICIA OMARUniversidad Nacional de Rosario (UNR), Rosario -Santa Fe, Argentina. SOLANA SALESSIPontificia Universidad Católica Argentina, Rosario -Santa Fe, Argentina. FLORENCIA URTEAGAUniversidad Autónoma de Entre Ríos (UADER), Paraná -Entre Ríos, Argentina. Originality/value: clarifying the mechanisms through which HRMP influence desirable organizational outcomes, such as job satisfaction. Design/methodology/approach: a quantitative and transversal study, framed within the guidelines of the associative-explanatory strategy, was carried out. A theoretical model was proposed and tested through structural equations, with confirmatory modeling strategy. The empirical verification was performed with a sample of 557 Argentine employees, who completed the scales of HRMP (25 items); Generic Work Satisfaction (7 items), and Organizational Justice (20 items). Findings: the HRMP that generate the greatest satisfaction among workers are those oriented to employees, and to open systems. Perceptions of justice partially mediate the relationships between HRMP and worker satisfaction.. 14, 2017. Acceptance: July 3, 2017. Evaluation system: double blind review. Universidade Presbiteriana Mackenzie (UPM). Silvio Popadiuk (Editor-in-chief), Silvio Popadiuk (Associate Editor), p. 92-115.

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Organizational work–family resources as predictors of job performance and attitudes: The process of work–family conflict and enrichment.

Cited by 201 publications

References 72 publications

Reciprocation at work: the role of work to family enrichment and family role salience

Reciprocation at work: the role of work to family enrichment and family role salience

When work enriches family‐life: the mediational role of professional development opportunities

Impact of Management Practices on Job Satisfaction

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