Cross-Lagged Relations Between Work–Family Enrichment, Vigor at Work, and Core Self-evaluations: A Three-Wave Study

2014 ◽  
Vol 30 (3) ◽  
pp. 473-482 ◽  
Author(s):  
Ali Moazami-Goodarzi ◽  
Jari-Erik Nurmi ◽  
Saija Mauno ◽  
Johanna Rantanen
Keyword(s):  
Work Family ◽  
Core Self ◽  
Work Family Enrichment ◽  
Family Enrichment

Exploring the moderating role of core self-evaluation in the relationship between demands and work-family enrichment

2019 ◽  
Vol 12 (2) ◽  
pp. 249-270
Author(s):  
Sarika Jain ◽  
Shreekumar K. Nair
Keyword(s):  
Content Type ◽  
Self Evaluation ◽  
Indian Context ◽  
Work Family ◽  
Sales Employees ◽  
Core Self ◽  
The Relationship ◽  
Work Family Enrichment ◽  
Family Enrichment

Purpose Extant literature reveals that the personality variable, core self-evaluation (CSE) which represents an employee’s self-assessment of himself has rarely been researched with respect to sales employees. The purpose of this paper is to identify the role of personality variable, core self-evaluation (CSE), in the relationship between demands and work – family enrichment. In this study, CSE has been treated as a moderating variable in the relationship between demands and work-family enrichment. This paper also aims to validate the CSE scale developed by Jugde et al. (2003) in Indian context. Design/methodology/approach Data were collected through structured questionnaires from 330 sales employees belonging to firms from some of the major sectors of Indian industry namely, Manufacturing, IT, FMCG, Pharmaceuticals and Financial Services. The study first validated the CSE scale in the Indian context using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). Further, moderated regression analysis (MRA) was used to test the model. Findings The present research supported the 12-item CSE scale in the Indian context. Also, results of MRA suggested that, irrespective of higher work demands, sales employees having higher CSE experience higher levels of work to family enrichment (WFE). In addition, higher CSE employees tend to experience higher levels of FWE at the family front. Research limitations/implications In an emerging economy such as India wherein sales professionals are facing a lot of work demands, organizations should invest in their frontline employees to be able to deliver value for money to the customers and thereby gain competitive advantage. With this realization, managers should acquire and retain frontline employees with positive core self-evaluation. Therefore, organizations should select and try to retain candidates with positive core self-evaluations. Practical implications Corporates should focus on nurturing sales employees’ positive CSE to make sure that their employees can contentedly adjust to various challenging work situations. In addition practices like job transitions, empowerment, enrichment and rewarding employees for their desired performance might be some of the interventions which positively impact core self-evaluations. Originality/value This study contributes to work – family literature by addressing the role of CSE in achieving WFE and FWE among sales employees in Indian context.

scholarly journals Peran Core Self-Evaluation dan Dukungan Atasan terhadap Pengayaan Kerja Keluarga

2020 ◽  
Vol 7 (1) ◽  
pp. 19-30
Author(s):  
Maudy Safira Ervinadi ◽  
Artiawati Artiawati ◽  
Darmawan Muttaqin
Keyword(s):  
Family Life ◽  
Supervisor Support ◽  
Work And Family ◽  
Instrumental Support ◽  
Self Evaluation ◽  
Work Family ◽  
The Individual ◽  
Core Self ◽  
Work Family Enrichment ◽  
Family Enrichment

In recent years, the number of women workers has increased, it means women participate in both work and family roles together. Interaction between work family life can also provide benefits in improving the quality of work-family life if managed properly. Core self-evaluation and supervisor support are the factors that cannot be separated from work-family life. The purpose of this study is to examine the role of core self-evaluation and supervisor support in predicting work-family enrichment using quantitative research method and collecting data through questionnaire. Measurements used in this study were Work-Family Enrichment Scale, Core Self-Evaluation Scale, and Supervisor Support Subscale from the Social Support Scale include supervisor emotional and instrumental support. Data were collected from 113 employees aged 20-59 with at least one child. The result indicates that core self-evaluation and supervisor support are the predictors of work-family enrichment. However, instrumental support from supervisor is not a predictor of work-family enrichment. Work-family enrichment happens when the individual has a positive core self-evaluation and sensing that the individual got support from supervisor.

scholarly journals Core self-evaluations and work-family enrichment: the mediating role of distributive justice perceptions

Psychologia ◽  
2018 ◽  
Vol 12 (1) ◽  
pp. 45-58
Author(s):  
Alicia Graciela Omar ◽  
Solana Salessi ◽  
Juan Diego Vaamonde ◽  
Florencia Urteaga
Keyword(s):  
Distributive Justice ◽  
Structural Equation ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Justice Perceptions ◽  
Work Family ◽  
Hr Managers ◽  
Core Self ◽  
Work Family Enrichment ◽  
Family Enrichment

The aim of this study was twofold: to analyze the possible relationships between employees’ personality (as measured by core self-evaluations or CSE) and their feelings of work-family enrichment (WFE); and to examine whether distributivejustice perceptions act as a mediator in such relationships. A cross-sectional survey was conducted to collect data from 386 employees in public and private organizations located in Argentina. Structural equation modelling wasused to examine two integrative models that combined CSE, distributive justice, and WFE. Results reveal a good fit of the full mediation model (S-Bχ2 = 3.18, GFI= .99, CFI= .99, RMSEA= .03), in which distributive justice perceptions fully mediated the relations between CSE and WFE (γ = .13, IC= [-.03; .27]) and between CSE and FEW (γ = .09, IC= [-.08; .25]). Findings are discussed in the light of its theoretical and practical implications. The study provides valuable information for organizational authorities and HR managers to focus their efforts on both the development of CSE traits and the creation of fair and equitable work environments.

Work-Family Enrichment Scale

2006 ◽  
Author(s):  
Dawn S. Carlson ◽  
K. Michele Kacmar ◽  
Julie Holliday Wayne ◽  
Joseph G. Grzywacz
Keyword(s):  
Work Family ◽  
Work Family Enrichment ◽  
Family Enrichment

Family-supportive organizational environment and turnover intention

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fatemeh Taheri
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Work Life ◽  
Organizational Environment ◽  
Staff Retention ◽  
Negative Consequences ◽  
Content Type ◽  
Work Family ◽  
Work Family Enrichment ◽  
Family Enrichment

PurposeThe purpose of this paper is to test a model in which family-supportive organizational environment is associated with lower levels of turnover intention through higher levels of work-family enrichment and job satisfaction.Design/methodology/approachBased on a sample of 300 employees, the bootstrap procedure for estimating indirect correlations in multiple mediator models was used to test the research hypotheses.FindingsThe results suggest that employees experiencing high levels of family-supportive organizational environment are likely to report lower intention to leave their profession by virtue of their higher levels of job satisfaction and work-life enrichment.Research limitations/implicationsThe study is limited to public organization and sample size. Further research is needed to make comparison between large/state-owned and small/private organizations.Practical implicationsIn the Iran context, work-family enrichment and job satisfaction are effective in reducing the employees' turnover intention. Organizations should show concerns for the employees' work-life enrichment and job satisfaction to reduce their turnover intention.Social implicationsTurnover is one of the problems of organizations in many countries throughout the world including Iran, which has negative consequences through increasing the cost of organizations. The results of this study suggest ways in which staff retention could be improved.Originality/valueThe present study contributes to supportive organizational environment literature by addressing the relationship between family-supportive organizational environment and employee-related outcomes. Given some commonalities between Iran and other developing countries, the findings might be of potential interest in comparative studies dealing with the employees' turnover issue.

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