Family-responsive interventions, perceived organizational and supervisor support, work-family conflict, and psychological strain.

Abstract

This study examined organizational family-responsive policies, perceptions of the organization as family supportive, and supervisor support as issues that may be salient to the experience of conflict between paid employment (work) and family roles. Data were collected from 355 managerial personnel in New Zealand. Although work-family conflict and psychological strain were strongly linked, the availability of organizational policies had no significant association with levels of conflict or strain, whereas policy usage was related only to work-to-family interference and not to family-to-work interference. On the other hand, perceptions of the organization as family supportive and supervisor support for work-family balance displayed significant relationships with key variables, highlighting the importance of these variables for interventions designed to ameliorate the negative impact of work-family conflict on managerial well-being. Implications for the effective implementation of family-responsive interventions are discussed.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 289 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.