Workaholism and workplace incivility: the role of work–family enrichment

Abstract

PurposeThis paper investigated the relationships among workaholism, work–family enrichment (work–life enrichment), and workplace incivility.Design/methodology/approachData on workaholism, incivility, and work–family enrichment were collected through the administration of a survey on 414 employees of a public bank in Iran.FindingsWorkaholism and life–work enrichment were positively and negatively related to uncivil behaviors, respectively, and workaholism was positively associated with work–family enrichment. Overall, work–family enrichment did not act as a mediator variable between workaholism and uncivil behaviors.Research limitations/implicationsFuture researchers should consider public or private organizations and assess the different instigators of incivility considering the mediator or moderating role of gender.Practical implicationsManagers should focus on reducing workaholism and developing life–work enrichment in order to decrease uncivil behaviors.Social implicationsGiven the hard economic and complex political conditions in Iran and increasing likelihood of uncivil behaviors, the results of the present study offer ways to minimize workplace incivility in employees.Originality/valueThe study contributes to the research on uncivil behavior by improving the understanding of organizational and personal factors (workaholism and work–life enrichment) that can influence workplace incivility among employees working in public organizations. It also addresses the usefulness of examining work–life enrichment disposition in understanding the relationship between workaholism and workplace incivility.

To predict and to explain: a multigroup analysis of gender on job and family satisfaction among hospitality employees

“…Bidirectionality of work-family enrichment. Unlike earlier studies such as Greenhaus and Powell (2006), recent work such as Hill et al (2020), Taheri et al (2020), Kalliath et al (2020) and Premchandran and Priyadarshi (2020) are beginning to focus on the positive relationships between work and family. WFE can be explained as the "extent to which experiences of how family roles benefit from work roles through developmental resources, positive affect, and psychosocial capital derived from involvement in work" (Greenhaus and Powell, 2006;Siu et al, 2010).…”

“…Using the partial least squares – multigroup analysis (PLS-MGA) approach, we address the second gap by examining how gender influences the bidirectional relationship between WFC and WFE on JS and FS. This study would complement existing works such as Rhee et al (2020), Hill et al (2020) and Taheri et al (2020) leveraging a person-centered lens to explore the effect of these variables for different people. Therefore, rather than examining conflict or enrichment separately, person-centered methods detect profiles that differ qualitatively or quantitatively in a combination of variables, offering novel insight (Vaziri et al , 2020).…”

“…Then again, we also hear how work can also be a source of enrichment where it positively influence the family domain through work-family enrichment (WFE). Employers may provide resources that support employees in these challenging times, such as training toward building a stronger sense of self-efficacy and well-being (Taheri et al , 2020), introducing additional flexibility where employees can fulfill their domestic responsibilities (Bakker and de Vries, 2020), as well as exercising compassionate leadership to display empathy toward employees who need it (Binagwaho, 2020). Conversely, family-to-work enrichment (FWE) is where benefits derived from family are applied to work (Hill et al , 2020; Kalliath et al , 2019).…”

“…Conversely, family-to-work enrichment (FWE) is where benefits derived from family are applied to work (Hill et al , 2020; Kalliath et al , 2019). Not surprisingly, enrichment improves job satisfaction (JS), family satisfaction (FS) and affective commitment (Hill et al , 2020; Taheri et al , 2020; Kalliath et al , 2019).…”

Can’t Disconnect Even After-Hours: How Work Connectivity Behavior After-Hours Affects Employees’ Thriving at Work and Family

“…Work connectivity behavior after-hours gives employees more autonomy and control, makes it possible for them to integrate multiple different role tasks, and helps them balance the needs of work and family ( Boswell and Olson-Buchanan, 2007 ). WCBA not only helps to reduce the information exchange and meeting pressure perceived by employees ( Fonner and Roloff, 2010 ), improving their communication efficiency, but also helps them to quickly respond to the work needs of organizations and colleagues to enhance their own status, obtaining more work resources for work–family enrichment and positive work behavior ( Taheri et al, 2020 ), which is conducive to the generation of thriving at work ( Luthans and Youssef, 2004 ; Bloom et al, 2011 ). Also, WCBA can enhance an employee’s sense of autonomy and control over role switching, alleviate the role conflict between taking on work tasks and caring for the family, help to improve the employee’s work–family balance, and promote thriving at family ( Chou and Cheung, 2013 ).…”