The Impact of Work Family Conflict on Psychological Well-Being among School Teachers in Malaysia

Internal Push Factors and External Pull Factors and Their Relationships with Lecturers’ Turnover Intention

“…These internal factors include various job facets such as the work itself, employee productivity, achievement motivation, co-workers' relationship, supervision, pay, working conditions, company policies and procedures, opportunity for promotion, organizational procedures and perceptions of control process, work roles and working hours (Mobley, Griffeth, Hand, & Meglino, 1979;Oshagbemi, 2003;Yan, Yue, & Niu, 2015). However, studies have overlooked the impact of internal factors such as role stress factors that may push lecturers to have intention to leave (Idris, 2010(Idris, , 2011Panatik, Rajab, Shaari, Mad Shah, Abdul Rahman & Zainal Badri, 2012;Rageb, El-Samadicy, & Farid, 2013). Furthermore, external pull factors outside the organization such as the availability of attractive alternatives have been largely overlooked to further understand employees' turnover intention (Matier, 1990;Mobley et al, 1979;Moore & Gardner, 1992;Price, 2001;Xu, 2008;Yan et al, 2015;Zhou & Volkwein, 2004).…”

“…Various studies have revealed that employees who experience role stress may have a higher turnover intention (Ali Shah et al, 2010;Daly & Dee, 2006;Netemeyer, Johnston, & Burton, 1990;Ngo, Foley, & Loi, 2005;Panatik et al, 2012;Rageb et al, 2013;Rizzo, House, & Lirtzman, 1970). Role overload, role ambiguity and role conflict are classified as role stress factors, and these role stress factors are prevalent within the education sector (Ali Shah et al, 2010;Conley & Woosley, 2000;Idris, 2011;Sutton, 1984).…”

A Theoretical Assessment on Sustainable Wellbeing Indicators for People Interrelationships

“…The second dimension is Positive Relations which manifests in positive experience of trust, nurturance and affection Jaafara et al, 2012;Abu Rahim et al, 2013;Shuib et al, 2013;Momtaz et al, 2014;Clark et al, 2014). The third dimension is Organizational Opportunity manifests in traditions of inclusions, learning and horizontal structures (Noor & Abdullah, 2012;Panatika et al, 2011;Rashida et al, 2012;Jaafara et al, 2012;Mokhtar et al, 2015;Clark et al, 2014). The fourth and final dimension is Community Movement which manifests in maximization of social supports and benefits throughout life cycle (Jaafara et al, 2012;Sedaghatnia et al, 2013;Hamdan et al, 2014;Marzuki et al, 2014;Clark et al, 2014).…”

“…Hashim et al, 2012;Jaafara et al, 2012;Achour et al, 2014;Sipon et al, 2014;Clark et al, 2014;Hassan, 2015 Positive Relations positive experience of trusts, nurturance and affection caring/love/affection, respect for diversity, reciprocity, nurturance and affection, emotional support, collaboration, democratic participation in decision-making Jaafara et al, 2012;Abu Rahim et al, 2013;Shuib et al, 2013;Momtaz et al, 2014;Clark et al, 2014 Organizational Opportunity inclusions, learning and horizontal structures respect for diversity, democratic participation, collaborative relationships, engagement, good communication, clear roles and productivity, learning opportunities Noor & Abdullah, 2012;Panatika et al, 2011;Rashida et al, 2012;Jaafara et al, 2012;Mokhtar et al, 2015;Clark et al, 2014 Community Movement maximizati on of social supports and benefits, and availability of supports throughout life cycle equitable allocation if bargaining, powers, resources and obligations in society, gender and race equality, universal access to high quality educational, health and recreational facilities, affordable housing, employment opportunities, access to nutritious foods at reasonable prices, public transportation, clean environment, safety and peace Jaafara et al, 2012;Sedaghatnia et al, 2013;Hamdan et al, 2014;Marzuki et al, 2014;Clark et al, 2014 Table 6 shows the potential indicators of human interrelationships with other humans that are yet to be statistically confirmed. The potential indicators are gathered from the literature reviews and summarized findings of selected subjective well-being studies in Malaysia.…”

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“…Work and family issues have been long discussed in academic and practices where work is expected to affect family and personal life and vice versa. The conflict of work and family could lead to positive or negative consequences to employees such as satisfaction (Rathi & Barath, 2013), turnover intentions (Panatik et al, 2011), emotional exhaustion (Zhang et al, 2012), and mental health (Panatik et al, 2011). Moreover, the issue of work-family conflict being more complicated owing to changes in economic, globalisation and equal employment opportunities (Hughes & Bozionelos, 2007).…”