Work, family and other life domains centrality among managers and workers according to gender

2017 ◽  
Vol 44 (10) ◽  
pp. 1307-1321 ◽  
Author(s):  
Moshe Sharabi
Keyword(s):  
Women Managers ◽  
Middle Managers ◽  
Life Domains ◽  
Work Centrality ◽  
Men And Women ◽  
Content Type ◽  
Management By Objectives ◽  
Organizational Levels ◽  
Work Family ◽  
The Impact

Purpose The purpose of this paper is to examine life domains centrality (work, family, leisure, community and religion) among workers, junior managers and middle managers, both men and women and the impact of demographic factors on those life domains. Design/methodology/approach The “Meaning of Work” questionnaire was conducted on 1,201 participants of whom 928, 453 men and 475 women, were employed in organizations in middle managerial, junior managerial and worker positions. Findings The findings indicate that work centrality increases while religion centrality decreases with higher organizational status among men and women. The centrality of family is higher among women than among men in the three organizational levels. However, in the new millennium, for the first time in Israel, no traditional gender differences were found in work centrality among employees in the three organizational levels. Practical implications Human resource professionals have to take into consideration the increasing work centrality among working women at all organizational levels and focus on decreasing work-family/life conflict, especially among women managers. This can be achieved by implementing flexible hours, working from home, work-life balance programs, and management by objectives systems. Originality/value This study, which compares middle managers, junior managers, and workers according to gender, reveals how they balance the five life domains as well as the strategies women managers use to cope with work/non-work conflict.

The meaning of work dimensions according to organizational status: does gender matter?

2017 ◽  
Vol 39 (5) ◽  
pp. 643-659 ◽  
Author(s):  
Moshe Sharabi
Keyword(s):  
Middle Managers ◽  
Demographic Variables ◽  
Meaning Of Work ◽  
Work Centrality ◽  
Organizational Status ◽  
Men And Women ◽  
Content Type ◽  
Managerial Positions ◽  
Intrinsic Orientation ◽  
The Impact

Purpose Over the course of time, more and more women have been joining the labor force, achieving meaningful roles and managerial positions. The purpose of this paper is to examine contemporary meaning of work (MOW) among men and women in different organizational statuses and the impact of other demographic factors on the MOW dimensions. Design/methodology/approach Out of 1,201 participants that filled out the MOW questioner, 908 were employed in organizations as middle managers (118 men and 67 women) or junior managers (120 men and 97 women) and workers (208 men and 298 women). Findings No differences were found between men and women middle managers regarding MOW dimensions. It was found that the higher the organizational status, the higher the work centrality and intrinsic orientation and the lower the economic orientation, among both men and women. Regression analysis reveals that demographic variables have a low impact on the MOW dimensions and hardly explain the differences among men and women. Practical implications The understanding of contemporary MOW similarities and differences among men and women according to organizational status and the impact of varied demographic variables on those differences can influence the way organizations consider men’s and women’s (both managers and workers) needs in their working life, with implications for their satisfaction and productivity. Originality/value While there are various studies about gender differences regarding work values and the MOW, not a single study focusing on the differences in the MOW between managers and workers according to gender was found.

Does it matter where you live? Examining the impact of gender, gender egalitarianism and city context on the work–family interface

2020 ◽  
Vol 9 (3) ◽  
pp. 391-410 ◽  
Author(s):  
Ujvala Rajadhyaksha
Keyword(s):  
Emerging Market ◽  
Research Question ◽  
Rapid Urbanization ◽  
Men And Women ◽  
Content Type ◽  
Gender Egalitarianism ◽  
Urban City ◽  
And Gender ◽  
Work Family ◽  
The Impact

PurposeThis study asks the following research question: does “city” context interact with gender and gender egalitarianism (GE) to impact the positive (WFPOS – work–family positive spillover) and negative (WFC - work-family conflict) aspects of the work–family (WF) interface of working men and women in India.Design/methodology/approachMANCOVA analysis is used to examine data gathered from 250+ working men and women from eight different Indian cities that were ranked based on the 2018 Ease of Living (EOL) Index.FindingsThere was no significant main effect of gender on WF interface variables. Low levels of GE and low EOL were significantly associated with high levels of WFC and WFPOS. There was a significant interaction between gender, GE and city. An examination of within-gender differences indicated that in low-EOL cities, men and women with low values of GE (traditionals) had significantly higher time-based WFC than men and women with high values of GE (egalitarians). Additionally, traditional women reported higher WFPOS than egalitarian women. In high-EOL cities, traditional men reported significantly higher time-based WFC than egalitarian men. There were no significant differences between women.Research limitations/implicationsGender, along with gender-related attitudinal and contextual variables, does a better job of explaining variance in the WF interface as compared to gender alone. Results support the notion that high WFPOS and high WFC can co-occur in contexts of change and transition such as rapidly growing urban centers.Practical implicationsThe results have significance for work–family practitioners as well as urban city planners looking to improve the quality of work–life in India and other similar emerging market economies experiencing rapid urbanization.Originality/valueThe study extends work–family research by bringing aspects of urban planning and gender studies into an understanding of the work–family interface.

scholarly journals An Empirical Study about the Impact of Work-family Conflict on Female Staff’s Career Development in Hotels

2016 ◽  
Vol 9 (5) ◽  
pp. 100
Author(s):  
Manxiao Zhou ◽  
Biyan Wen
Keyword(s):  
Career Development ◽  
Family Conflict ◽  
Women Managers ◽  
Middle Managers ◽  
Hotel Industry ◽  
Work And Family ◽  
Work Family Conflict ◽  
Female Managers ◽  
Work Family ◽  
The Impact

Hotel industry is a labor-intensive industry for women and the proportion of women in the hotel industry is large while the number of women managers has also increased. However, the traditional gender, social support and work-family conflict and other various factors make the career development of women managers in hotels relatively more resistance. Work-family conflict has significant impacts on both work and family. Therefore, the paper chose the female middle managers in hotels as the research object, and used literature research and questionnaire method to gather data. Then, the reliability of scales was measured by SPSS19.0, and we performed the principal component analysis to measure the reliability of variables.After that, we conducted variance analysis to clarify the different stages of work and family lives as well as different departments whether have different influences on female middle managers. The paper analyzed the objective existence of universality, causes and the effects of work-family conflict for female middle managers in hotels. On this basis, the paper proposed some ways to ease the work-family conflict, such as implementing flexible management to weaken the time conflict, paying attention to females’ demands and take the mission of helping employees to achieve a balance, and designing family supporting programs for female managers to promote female advantages of middle managers, to promote the development of hotel female human resources and alleviate the negative impact of work-family conflict on female managers’ career development.

Informal learning, work engagement and their effects on work-family enrichment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mansi Rastogi ◽  
Osman M. Karatepe
Keyword(s):  
Informal Learning ◽  
Work Engagement ◽  
Structural Equation ◽  
Equation Modeling ◽  
Content Type ◽  
Hotel Employees ◽  
Work Family ◽  
The Impact ◽  
Work Family Enrichment ◽  
Family Enrichment

PurposeDrawing from work-family enrichment (WFE) model and path-goal theory of motivation, this paper proposes and tests work engagement (WE) as a mediator between informal learning and WFE.Design/methodology/approachQuestionnaires measuring informal learning, WE and WFE were filled out by 290 hotel employees in India. The abovementioned linkages were tested via structural equation modeling.FindingsThe findings suggest that hotel employees' informal learning fosters their WE and WFE. The findings also reveal that WE partly mediates the impact of informal learning on WFE.Originality/valueMost of employees' learning efforts in the workplace emerge from informal learning. However, there is still limited information whether employees' informal learning activates their WE, which is a timely and significant topic. Importantly, there is a paucity of evidence appertaining to the effect of informal learning on WFE, which is underrepresented in the current literature. Evidence about the mechanism linking informal learning to WFE is also sparse.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

The impact of different supports on work-family conflict

2018 ◽  
Vol 40 (5) ◽  
pp. 903-920 ◽  
Author(s):  
Laura Maria Ferri ◽  
Matteo Pedrini ◽  
Egidio Riva
Keyword(s):  
Family Conflict ◽  
Work And Family ◽  
Hierarchical Regression ◽  
Human Resource Managers ◽  
Work Family Conflict ◽  
Family Responsibilities ◽  
Content Type ◽  
Effective Work ◽  
Work Family ◽  
The Impact

Purpose The purpose of this paper is to explore whether and how the actual use of supports available from the state, organisations and families helps workers reduce perceived work–family conflict (WFC), explored from both works interfering with family (WIF) and family interfering with work (FIW) perspectives. Design/methodology/approach The study is based on a survey of 2,029 employees at six large Italian firms. To test hypotheses, a hierarchical regression analysis was performed. Findings WFC should be explored considering its bi-directionality, as supports have different impacts on WIF and FIW. Workplace instrumental support elicits mixed effects on WFC, whereas workplace emotional support and familiar support reduce both FIW and WIF. Research limitations/implications The study is limited to the Italian national context, and data were collected in a single moment of time, which did not allow for observing changes in employees’ lives. Practical implications Human resource managers, as well as policy makers, will find this study’s results useful in designing effective work–life balance policies and supports, in which attention is devoted mainly to promoting workplace emotional supports and facilitating familiar support. Social implications The study highlights that by reducing pressures from work and family responsibilities that generate WFC conditions, organisational and familiar supports elicit different effects, which should be considered carefully when defining policies and interventions. Originality/value This study is one of the few that compare the role of supports provided by actors in different sectors on FIW and WIF, thereby allowing for an understanding of whether the bi-directionality of the conflicts is a relevant perspective.

The impact of the work-family conflict on employee engagement, performance, and turnover intention

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neuza Ribeiro ◽  
Daniel Gomes ◽  
Ana Rita Oliveira ◽  
Ana Suzete Dias Semedo
Keyword(s):  
Employee Engagement ◽  
Family Conflict ◽  
Turnover Intention ◽  
Mediating Effect ◽  
Work Family Conflict ◽  
Content Type ◽  
And Performance ◽  
Work Family ◽  
The Impact ◽  
The Relationship

Purpose The incompatibility between the sphere of work and the family is a reality that plagues many workers today. The difficult articulation of these two domains leads to the experience of the phenomenon called work–family conflict (WFC). This paper aims to assess the impact that WFC may have on employee engagement and performance, as well as on their turnover intention. It is also intended to test the mediating effect of engagement on the relationship between WFC and performance, and between WFC and the turnover intention. Design/methodology/approach One hundred and sixty-seven employees from various Portuguese organizations were surveyed. Respondents reported their perceptions of own WFC, engagement, performance and turnover intention. Findings The results revealed that employees who feel a higher WFC have lower levels of engagement and greater intention to leave the organization. The WFC showed no relation to performance. Engagement takes on the mediating role in the relationship between WFC and the turnover intention. Practical implications The relevance of this study is related to the implications that it may bring to companies in the context of implementing work–family balance strategies to reduce the referred conflict. Originality/value This study contributes to WFC literature by attempting to integrate in the same model four concepts in a single study to provide a model that depicts the chain of effects between WFC, engagement, individual performance and turnover intention, which has never been done in the Portuguese context.

Exploring the differential impact of work passion on life satisfaction and job performance via the work–family interface

2019 ◽  
Vol 48 (5) ◽  
pp. 1100-1119 ◽  
Author(s):  
Sheryl Chummar ◽  
Parbudyal Singh ◽  
Souha R. Ezzedeen
Keyword(s):  
Life Satisfaction ◽  
Job Performance ◽  
Family Relationship ◽  
Work Life ◽  
Conservation Of Resources ◽  
Differential Impact ◽  
Content Type ◽  
Work Family ◽  
The Impact ◽  
Work Passion

Purpose The purpose of this paper is to examine the impact of work passion on life satisfaction and job performance through a work–life conflict path and a work–life enrichment path. The authors also consider individual and contextual factors under which these relationships are affected. Implications for researchers and HR practitioners are highlighted. Design/methodology/approach The conceptual paper draws mainly on conservation of resources theory to explore the differential impact of work passion on the work–life interface and, consequently, on life satisfaction and job performance. Findings The authors theorize how two types of passion – harmonious and obsessive – relate to both work–family conflict and work–family enrichment. Given the emphasis on resources in these relationships, the authors also consider the moderating effects of psychological detachment and a supportive work–family organizational culture. Finally, the authors demonstrate the significant impact of studying the passion/work–family relationship by illustrating its effects on two important outcomes for individuals and organizations, namely life satisfaction and job performance. Originality/value Although the study of work passion is gaining attention from management scholars, little research has examined its influence on job performance and the work–life interface. This paper advances the authors’ knowledge in these areas. Furthermore, the authors argue the importance of considering both the individual and organizational contexts wherein the experience of work passion plays out.

Perceived organizational support and employee well-being

2018 ◽  
Vol 12 (2) ◽  
pp. 469-484 ◽  
Author(s):  
Mashal Ahmed Wattoo ◽  
Shuming Zhao ◽  
Meng Xi
Keyword(s):  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Well Being ◽  
Work And Family ◽  
Equation Modeling ◽  
Family Responsibilities ◽  
Content Type ◽  
Work Family ◽  
The Impact

Purpose Considering work and family responsibility has become an important issue due to changes in the lives of people, understanding work and family responsibilities is essential for organizations in assisting employees to increase their well-being. Therefore, the purpose of this paper is to find the impact of perceived organizational support (POS) on work–family facilitation (WFF) and work–family conflict (WFC) and eventually on employee well-being. Design/methodology/approach A survey questionnaire is administered to 1,340 employees of Chinese enterprises. Structural equation modeling is used to test the model fit. Findings Results of this study indicate a significant positive relationship between POS and WFF and significant negative relation between POS and WFC. Results of this paper also indicate that WFF and WFC partially mediate the relationship between POS and employee well-being. Originality/value Over the past two decades, the extent of research on work–family literature has been increased. Most of the work–family research works have been conducted in the Western countries. Very little is known about whether these results are applicable to Eastern societies. This study is extended to focus on work–family literature by drawing a sample from different regions of China. The findings of this study may provide a good understanding of WFC and WFF for Chinese employees. This study stresses the importance of providing organizational support to increase the well-being of employees.

scholarly journals The impact of middle management commitment on improvement initiatives in public organisations

2016 ◽  
Vol 22 (5) ◽  
pp. 924-938 ◽  
Author(s):  
Abdullah Alhaqbani ◽  
Deborah M Reed ◽  
Barbara M Savage ◽  
Jana Ries
Keyword(s):  
Middle Managers ◽  
Quality Management System ◽  
Middle Management ◽  
Content Type ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Public Organisations ◽  
Lack Of Commitment ◽  
Management Staff ◽  
The Impact

Purpose – Top management commitment is considered a significant factor in improvement programmes, and many papers have been written about the role of top management commitment in implementing a quality management system. However, not considering other management levels’ commitment, such as middle management, may lead to issues in achieving organisational development. Public organisations that work through vertical structures may face a lack of middle management commitment, which might have a negative impact on lower and non-management staff commitment to improvement programmes. In this regard, the purpose of this paper is to examine the impact of middle management’s commitment towards improvement initiatives in public organisations. Design/methodology/approach – Empirical research with a mixed-method design used semi-structured interviews and a questionnaire to explore the current practices of continuous improvement (CI) and examine employees’ views from different management levels of the implications of current improvements in a Saudi public service organisation. Findings – The analysis indicated that the lower managers and non-management staff agree that, after the implementation of the quality management system, the organisation’s middle management showed a lack of commitment to that system. Moreover, this lack of commitment is recognised in the analysis of participants’ views of CI practices recorded in the questionnaire and interviews. This lack of commitment has caused poor employee commitment and thus a lack of problem solving in organisational departments. It is also responsible for a lack of employee involvement, the centralisation of decisions, deficiencies in terms of determining and applying training, inequality between employees and a lack of trust between employees and their managers. These issues could be managed and resolved through middle management and their commitment. Practical implications – Increasing middle managers’ awareness of the importance of their commitment to improvement initiatives can have an impact on employees’ commitment towards improvement initiatives, especially in those public organisations that have vertical/hierarchical structures. The level of commitment towards the implementation of improvement programmes needs further in-depth analyses to identify which factors influence public organisation leaders’ commitment to improvement programmes. Originality/value – The results of this study could motivate middle managers in public organisations to review their policies and to facilitate CI initiatives.

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