Work Resources, Work-to-Family Conflict, and Its Consequences: A Taiwanese-British Cross-Cultural Comparison
Journal
International Journal of Stress Management
Journal Volume
16
Journal Issue
1
Pages
25-44
Date Issued
2009
Author(s)
Kao S.-F.
Cooper C.L.
Allen T.D.
Lapierre L.M.
O'Driscoll M.
Poelmans S.A.Y.
Sanchez J.I.
Spector P.E.
Abstract
The aim of this research was to explore relations between work resources (supervisory support and organizational family supportive values), work-to-family conflict (WFC), and work- and nonwork-related outcomes in a cross-cultural comparative context involving Taiwanese and British employees. The authors surveyed 264 Taiwanese employees and 137 British employees using structured questionnaires. For both Taiwanese and British employees, work resources were found to be negatively related to WFC but positively related to work satisfaction. WFC was negatively related to work and/or family satisfaction. More important, the authors found that nation moderated the relationship between supervisory support and WFC: Supervisory support had a stronger protective effect for Taiwanese than British employees. It is thus recommended that, in addition to introducing various family-friendly policies, companies should be more active in cultivating a family-supportive organizational culture and mobilizing managers to act as supporters of family life, especially in societies sanctioning collectivistic values and large power distance. © 2009 American Psychological Association.
Type
journal article