Managing work-family conflict: Exploring individual and organisational options
Haar, J. M., Spell, C., O’Driscoll, M. (2009). Managing work-family conflict: Exploring individual and organisational options. New Zealand Journal of Human Resources Management, 9(3), 200-215.
Permanent Research Commons link: https://hdl.handle.net/10289/3398
The current work-family conflict literature often fails to examine how employees attempt to manage conflict. This study of 203 government workers examined individual options (e.g. hiring domestic help) and organisational options (e.g. use of flexitime) as predictors of work-family conflict. Of the individual options, help from family and relatives, and the use of domestic services were positively associated with work-family conflict, while time spent on self was negatively linked. Use of domestic services and stress reduction techniques were positively associated with family-work conflict, while time spent on self was negatively linked. Of the organizational options, use of the childcare subsidy was positively associated with work-family conflict, while use of unpaid leave was found to be negatively linked with work-family conflict. Use of unpaid leave was also negatively linked to family-work conflict, while use of flexitime was positively associated. Overall, findings indicate individual and organizational options are more likely to increase rather than decrease conflict suggesting a reaction to conflict rather than a buffer.
Human Resources Institute of New Zealand
- Management Papers