Organizational Work-Home Culture and its Relations with the Work–Family Interface and Employees’ Subjective Well-being

Abstract

The two studies reported in this paper aimed to present and discuss both the validation of the Work-Home Culture (WHC) scale (Dikkers et al., Work & Stress, 21(2), 155–172, 2007) in the Italian context (Study 1), and a relational model that links the WHC to subjective well-being via the mediation of three facets of the work-home interface: work-family conflict, work-family enrichment and work-family balance (Study 2). Heterogeneous samples of workers from different organisations took part in the cross-sectional studies. Substantial support was provided for the robustness of the factorial structure of the 18-item WHC scale with five factors (three support dimensions and two hindrance dimensions). Individuals’ perceptions of a supportive WHC that characterises the organisation they work for – particularly with respect to work-family issues and the use of family-friendly benefits – turned out to be positively associated with work-family enrichment and balance. Only organisational time demands, which is a hindrance dimension, was associated with work-family conflict. Moreover, our findings suggest that WHC is significantly associated with subjective well-being and that this association is largely indirect – through the facets of work-family interface – rather than direct. The results of the two studies represent a relevant achievement from the perspective of conducting future research using this measure in different socio-cultural environments and ad hoc interventions in the fields of organisational psychology and occupational health.

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“…They improved productivity with less working hours and improved their WLB. Bobbio et al (2022) analyzed WFH cultures. They concluded that firms and managers who acknowledge the challenges of WFH setup and provide necessary support to employees, both technological and mental, enjoy higher employee engagement, satisfaction and productivity.…”

“…Understanding the future of WFH might help business leaders shape organizational culture, adopt structures and organize resources to support efficiency and performance (Bobbio et al , 2022). It can also contribute to rebuilding organizational trust, which in the LATAM context might be a significant factor in building high–performance organizations (Coria-Sánchez, 2016; La Falce et al , 2020).…”

“…The findings of our study prove this assumption; after three years of WFH research, the participants adapted well to the new work setup. They improved productivity with less working hours and improved their WLB Bobbio et al (2022). analyzed WFH cultures.…”

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“…It is present when workers have positive emotions that outweigh the negative ones when they perceive high levels of satisfaction, and in turn, they are more performing (De Simone et al 2022;Taris and Schaufeli 2015). In literature, subjective well-being at work is associated with numerous constructs that can predict and positively impact it (i.e., Babic et al 2020;Bobbio et al 2022;Garg and Singh 2020;Kumar 2020;Lee et al 2021). However, other situations may adversely affect subjective well-being and negatively impact it, especially when workers need to adapt to new situations that they have never experienced before (Bellini et al 2022a(Bellini et al , 2022b(Bellini et al , 2023.…”