Title:The contingent relationship between work-to-family conflict and individual
consequences:
Empirical evidences from Chinese managers
Lecturer:Doctor Kai Zhao from SEM
Time:2017.10.27,14:00-16:00
Location:A1039
Abstract:
Existing literature identified two perspectives (i.e., resource depletion and source attribution)that link work-to-family conflict (WIF) to individual consequences in both of work and family domains. Using Chinese managers as our research samples, we aim to extend the two perspectives by testing the contingent effects from multiple theoretical perspectives.
In study 1, based on social role theory and a gender role perspective, we specify the moderating effects of gender and gender role orientation on the relationships between WIF and perceived family/workaccomplishment. Our empirical results showed that 1)compared with female managers, the negative relationship between WIF and perceived family accomplishment was stronger for male managers;2) within the male group,the negative relationship between WIF and perceived family accomplishment was stonger for male managers with an egalitarian gender role orientation than those with a traditional gender role orientation; 3) for male managers with a traditional gender role orientation, there was a positive relationship between WIF and perceived work accomplishment.
In study 2, to extend the perspective of source attribution, this study examines the contingent relationship between WIF and job satisfaction by testing role segmentation enactment and gender role orientation as moderators of that relationship. The empirical evidences demonstrated that 1) WIF had a negative relationship with job satisfaction only among “segmenters” (i.e.,individuals with high levels of role segmentation); 2) for male managers, gender role orientation and role segmentation enactment played a joint moderating role in explaining this relationship such that the negative moderating effect of role segmentation enactment on the relationship between WIF and job satisfaction was stronger among male managers with a non-traditional gender role orientation,compared to those with a traditional gender role orientation.Finally, the theoretical and managerial implications for understanding these findings,limitations of the two studies, and future research directions are discussed.
