Workaholism and work–family conflict: a moderated mediation model of psychological detachment from work and family-supportive supervisor behavior

Abstract

Purpose The purpose of this study is to examine the effects of the workaholism on work–family conflict via the mediator of psychological detachment from work and the moderator of family-supportive supervisor behavior. Design/methodology/approach To avoid common method bias, the authors adopted a three-wave data collection with a one-month lagged design. A total of 500 questionnaires were distributed and 322 usable questionnaires were collected. The PROCESS macro for SPSS was applied to test the hypothesized relationships. Findings Findings demonstrated that workaholism is positively related to work–family conflict; psychological detachment from work mediates the relationship between workaholism and work–family conflict. Moreover, family-supportive supervisor behavior moderates the relationship between workaholism and work–family conflict and between workaholism and psychological detachment from work, respectively. Finally, family-supportive supervisor behavior moderates the indirect effect of workaholism and work–family conflict via psychological detachment from work, such that the indirect effect was weaker when family-supportive supervisor behavior was high. Practical implications The study suggests that it is necessary for organizations to be responsible for employee well-being in different domains because the impact of workaholism on physical and mental health may bring unexpected consequences because of the lack of recovery and the loss of resources. This study not only shows the importance for individuals to look for ways to disengage from workplace but addresses the significance of supervisory support from organizational aspects. Originality/value This study includes psychological detachment from work as mediator and family-supportive supervisor behavior as moderator to investigate the moderated mediation relationship in the current highly demanding workplace. By applying conservation of resource and role scarcity hypothesis regarding individual resource allocation, the results may shed lights on facilitating individuals distancing from obsessively and excessively working mentality and behaviors that further lessen incompatibility in both work and family domains.

Workaholism and quality of work-life: a psychosocial pathway to brain-drain syndrome

“…Furthermore, a transitory comparative evaluation utilising theoretical models illustrated that increasing work pressure, workload and financial challenge are popularly connected with negative life events and declined QWL, indirectly influencing brain drain insurgence among the workforce (Bayhan et al, 2020). Kim et al (2021) demonstrated that positive work behaviour and good management are essential for stimulating improved work behaviour and QWL (Chang et al, 2022). This is the major reason why Ruiz-Garcia et al (2022) advanced that financial challenges, work overload, as well as pressure from work prevent an individual from benefitting from improved QWL in an organisation.…”

“…These extended working hours and work pressure have led to poor productivity and deprivation in the non-work-life domain of employees (Taheri et al ., 2023). Studies further established that employees with poor QWL, manifesting obsessed and compulsive work behaviour, suffer a range of concentration and psychological challenges at work (Howie-Esquivel et al ., 2022; Chang et al , 2022).…”

“…Kim et al . (2021) demonstrated that positive work behaviour and good management are essential for stimulating improved work behaviour and QWL (Chang et al , 2022). This is the major reason why Ruiz-Garcia et al (2022) advanced that financial challenges, work overload, as well as pressure from work prevent an individual from benefitting from improved QWL in an organisation.…”

“…It is described as the propensity to work excessively hard (the behavioural dimension) and being obsessed with work (the cognitive dimension), which reveals itself in working compulsively (Hagen et al ., 2022). Workaholism may consume extra resources of an individual at the expense of non-work life and this by extension poses a threat to the accomplishment of QWL of an employee (Chang et al ., 2022).…”

Role of agile leadership in managing inter-role conflicts for a satisfying job and life during COVID-19 in a VUCA world

“…Interference between work and family significantly and negatively affects both burnout and intention to quit, but work support from one’s top manager and leader moderates and reverses this influence ( Jia and Li, 2022 ). Research repeatedly demonstrates a negative relationship between work–family conflict and support at work, particularly supervisor support ( Anderson et al, 2002 ; Frye and James, 2004 ; Weale et al, 2021 ; Chang et al, 2022 ). Leaders and supervisors have mutual role expectations.…”