Trait resilience and work–family conflict: a two-study test into the role of employees' interpersonal vs. intrapersonal resilient traits

Abstract

PurposeWork–family conflict (WFC) is a chronic source of stress, threatening contemporary organizations. Employees' own characteristics, which have received limited scientific attention, can help mitigate WFC. The current two studies tested, for the first time, the links of higher-order trait resilience models to WFC, while exploring possible mediators and differentiating the contributions of interpersonal vs. intrapersonal resilient traits.Design/methodology/approachIn study 1, the authors tested a mediation model in which trait negotiation resilience (TNR), which is oriented toward challenges that involve balancing conflicting needs with others, predicted multidimensional (time, strain and behavior based) WFC, through three mediators: emotion regulation (intrapersonal), self-monitoring and work–family balance negotiation (both interpersonally oriented). In study 2, both TNR and the more intrapersonal Connor–Davidson Resilience Scale (CD-RISC) were associated with a global, more parsimonious measurement of WFC. Additionally, TNR's factors were separately correlated with the latter.FindingsTNR associated with lower multidimensional WFC through emotion regulation, which partly mediated TNR's effect; and through self-monitoring, which suppressed TNR's effect because it related to higher WFC (balance negotiation had no effect). In study 2, CD-RISC, but not TNR, related to lower global WFC. Additionally, two intrapersonal TNR factors tended to relate to lower WFC, while one interpersonal factor related to higher WFC.Originality/valueThe studies demonstrate the role of higher-order trait resilience in WFC, while fine-tuning understanding of the contributions of intrapersonal vs. interpersonal resilience. The findings may be relevant to other organizational challenges, beyond WFC, and inform employee recruitment and training.

Gender and negotiation initiation during Covid-19: studying negotiations over salary, work-role and work-home balance and the pandemic's perceived effects

“…In this type of negotiation, employees negotiate higher flexibility in working hours or location, or ask to reduce workload or to avoid certain tasks (e.g. travel), for the purpose of accommodating their family lives (Bowles et al ., 2019; Nelson et al ., 2022a). Such negotiation would violate the stereotypically masculine, hyper-committed “ideal worker” role (Bowles et al ., 2019; Vandello et al ., 2013), so it might incur higher self-related and social costs for men than for women (Reif et al ., 2022).…”

Impact of COVID-19 stress on employee performance and well-being: role of trust in management and psychological capital

“…Along with the management support, individual personal resources in the form of psychological capital (hope, self-efficacy, resilience and optimism) are expected to provide cushioning effect against the debilitating nature of COVID-19 stress and help enhance the employees' psychological well-being. Psychological capital is considered as an undeniable resource in dealing with the demands of stressful situations (Nelson et al, 2022). Research over the years has documented that psychological capital builds a reservoir of psychological resources that can be measured, developed, improved upon and effectively managed for mitigating the harmful impact of stress and for better well-being of the employees (Youssef- Morgan and Luthans, 2013).…”

“…Furthermore, the development of psychological resources is significantly associated with better performance which eventually leads to happiness. Previous research on interpersonal and intrapersonal resources reveals their positive contribution in dealing with the challenges of chronic stress while also augmenting well-being status (Nelson et al , 2022; Pradhan and Jandu, 2023).…”