The influence of work‐family culture and workplace relationships on work interference with family: a multilevel model

Major, Debra A.; Fletcher, Thomas; Davis, Donald D.; Germano, Lisa M.

doi:10.1002/job.502

Cited by 122 publications

(115 citation statements)

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“…Often, work-life-balance depends on the relationship between employee and direct supervisor. Major et al (2008) find all these instruments to have a significantly negative impact on work-family conflicts. In contrast, Ngo et al (2009) andTaylor et al (2009) suggest that formal work-family policies have no significantly positive impact on work-life balance.…”

mentioning

confidence: 87%

“…Previous studies have been restricted to situations with short ML coverage (Major et al 2008, Taylor et al 2009). …”

Section: Implications For Researchmentioning

confidence: 99%

“…Recent studies in the management literature suggest that the firm culture is more important than the existence of formal family friendly policies (Major et al 2008, Taylor et al 2009). Depending on the firm and the type of job, there is also a lot of scope for synergies between family and work roles (Rothbard 2001, Greenhaus and Powell 2006, Van Steenbergen and Ellemers 2009).…”

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confidence: 99%

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Return-to-Job During and after Maternity Leave

Fitzenberger¹,

Steffes²,

Strittmatter³

2010

SSRN Journal

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Die Dis cus si on Pape rs die nen einer mög lichst schnel len Ver brei tung von neue ren For schungs arbei ten des ZEW. Die Bei trä ge lie gen in allei ni ger Ver ant wor tung der Auto ren und stel len nicht not wen di ger wei se die Mei nung des ZEW dar.Dis cus si on Papers are inten ded to make results of ZEW research prompt ly avai la ble to other eco no mists in order to encou ra ge dis cus si on and sug gesti ons for revi si ons. The aut hors are sole ly respon si ble for the con tents which do not neces sa ri ly repre sent the opi ni on of the ZEW.Download this ZEW Discussion Paper from our ftp server:ftp://ftp.zew.de/pub/zew-docs/dp/dp10103.pdf Non-technical summaryThis study sheds light on the return-to-job of female employees after first birth based on exceptional longitudinal data from personnel records of a large German company. Our empirical analysis investigates a number of pertinent hypotheses regarding the returnto-job from a management perspective. We investigate to what extent data available to the management allow to predict the return-to-job of female employees in maternity leave (ML) after first birth. Specifically, we investigate whether good matches result in a higher and quicker return-to-job because management should be most interested in the return of these employees. Another hypothesis to be investigated suggests that a return to a part-time job during ML is associated with a higher incidence of a return-to-job after the end of ML and more stable employment afterwards. Furthermore, we investigate the career development before birth in comparison to female employees not having a child.Our empirical analysis estimates the determinants of the cumulative incidence of exits to different states. The results show that predicting the return-to-job of female employees after first birth is a major challenge for management in a situation with long ML coverage.A large fraction of mothers never returns or has a second child during ML or shortly after return-to-job. Also, female employees have their first child, when their careers have been particularly successful in comparison. On average, these are the female employees management would like to have to return soon to their job. Having to replace these employees during the long ML phase implies high costs for the company and reducing the uncertainty regarding the return-to-job, is of great importance for management. Furthermore, after a long ML duration, a company may not be interested any more in the return-to-job.Our results suggest that a sizeable fraction of mothers with a successful career before first birth does not continue to advance their career and many do not even return to their job.In addition, our findings show that the relative wage position, higher tenure, and an above average frequency of previous promotions show a positive association with the return-to-job and the stability of employment after return. These indicators can be used by management to predict the return-to-job. Furthermore, our results suggest that parttime work during ...

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mentioning

confidence: 87%

“…Previous studies have been restricted to situations with short ML coverage (Major et al 2008, Taylor et al 2009). …”

Section: Implications For Researchmentioning

confidence: 99%

mentioning

confidence: 99%

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Return-to-Job During and after Maternity Leave

Fitzenberger¹,

Steffes²,

Strittmatter³

2010

SSRN Journal

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“…The few studies that have been conducted have not focused on healthcare workers, but instead on civil servants working municipalities (Cardenas et al, 2004), employees of telecommunications companies (Golden, 2006), IT-workers (Major et al, 2008), or a wide range of occupations (Bernas & Major, 2000;Culbertson et al, 2009). The first contribution is therefore to study LMX and work-family facilitation in a healthcare setting.…”

Section: Introductionmentioning

confidence: 99%

The impact of leader-member exchange (LMX) on work-family interference and work-family facilitation

Tummers

Bronkhorst

2014

Personnel Review

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Purpose -We analyze the effects of leadership on work-family spillovers. Specifically, we analyze the relationships between leadership (leader-member exchange, LMX) with one negative work-family spillover effect (work-family interference) and one positive work-family spillover effect (work-family facilitation). We hypothesize that LMX influences work-family spillover via different mediators, rather than one all-encompassing mediator, such as empowerment.Design/methodology/approach -We hypothesize that a good relationship with your supervisor (high LMX) diminishes work pressure, which in turn reduces work-family interference. Furthermore, we expect that a good relationship with your supervisor positively relates to the meaningfulness of work, as you could get more interesting work and more understanding of your role within the organization. In turn, this will increase work-family facilitation. These hypotheses are tested using a nation-wide survey among Dutch healthcare professionals. Findings -Findings of Structural Equation Modeling indeed indicate that high quality LMX isnegatively related to work-family interference, and that this is mediated by work pressure (53% explained variance). Furthermore, we found that a good relationship with your supervisor is positively related to meaningfulness of work, which in turn positively correlates to work-family facilitation (16% explained variance).Originality/value -The added value of the paper lies in a) introducing two mediators -work pressure and meaningful work -which worked adequately both theoretically and empirically, instead of the sometimes problematic mediators empowerment and stress, b) a focus on healthcare professionals and c) using sophisticated techniques to test the model (Structural Equation Modeling with bootstrapping).

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“…Allen, 2001;Hammer, Kossek, Yragui, Bodner, & Hanson, 2009;Major, Fletcher, Davis, & Germano, 2008;Thompson et al, 1999;Todd & Binns, 2013). This allows gaining a more accurate view on the attitude of the supervisors themselves, instead of on the attitude as perceived by their team members.…”

Section: Methodsmentioning

confidence: 99%

The impact of team characteristics on the supervisor’s attitude towards telework: a mixed-method study

Lembrechts

Zanoni

Verbruggen

2016

The International Journal of Human Resource Management

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This study examines the impact of team characteristics on the supervisor's attitude towards telework through a mixed-method approach. First, in the quantitative part, we test hypotheses drawing on disruption and dependency theory, using data of 205 supervisors from four Belgian organizations. The data confirm the hypothesized negative correlation between task interdependence and supervisors' supportive attitude towards telework, as well as the moderating role of supervisor's dependency on his or her team on this relation. We found no impact of team heterogeneity and lack of team effort and low performance. Second, we use qualitative data collected through 39 semi-structured face-to-face interviews with supervisors to gain a better understanding of supervisors' reasoning behind their attitude towards telework.These data provide insight into how task interdependence, team heterogeneity and lack of team effort and low performance affect it. Our team-centered conceptualization of the antecedents of supervisors' attitude towards telework enables to highlight the key role of structural aspects in shaping supervisors' attitudes towards telework. This is particularly important for policy, as organizations are better placed to remediate aspects at the team level that contribute to supervisors' negative attitude towards telework, rather than those at the inter-individual one.

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The influence of work‐family culture and workplace relationships on work interference with family: a multilevel model

Cited by 122 publications

References 61 publications

Return-to-Job During and after Maternity Leave

Return-to-Job During and after Maternity Leave

The impact of leader-member exchange (LMX) on work-family interference and work-family facilitation

The impact of team characteristics on the supervisor’s attitude towards telework: a mixed-method study

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