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Journal articles on the topic 'Work and the family'

Author: Grafiati

Published: 4 June 2021

Last updated: 13 February 2022

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1

Kim Yoo-Kyung and Koo,Hye-Ryoung. "Conceptualization of Work-Family Balance: Is Work-Family Balance More than Work-Family Conflict and Enhancement?" Family and Culture 28, no. 3 (2016): 1–31. http://dx.doi.org/10.21478/family.28.3.201609.001.

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2

Srivastava, Dr Shamini, and Dr Urmila R. Srivastava. "Work, Family and Personality: An Examination of Work-Family Conflict among Indian IT Employees." International Academic Journal of Business Management 06, no. 01 (2019): 159–72. http://dx.doi.org/10.9756/iajbm/v6i1/1910018.

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3

Mannon, Susan E., Krista Lynn Minnotte, and Christine Brower. "Work-Family Identities and Work-Family Conflicts." Marriage & Family Review 42, no. 1 (2007): 65–80. http://dx.doi.org/10.1300/j002v42n01_05.

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4

Putri, Hilda Elsa, and Arum Etikariena. "THE ROLE OF THE WORK-FAMILY CONFLICT IN THE RELATIONSHIP BETWEEN WORK-FAMILY CULTURE AND EMPLOYEE WELL-BEING." Jurnal Psikologi 19, no. 3 (2020): 257–68. http://dx.doi.org/10.14710/jp.19.3.257-268.

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This study aims to determine whether the work-family conflict plays a role as a mediator in the relationship between work-family culture and employee well-being. Data were gathered from three automotive company branches in Lampung, Indonesia using purposive sampling, with N = 165 (80% male; average age 25 years, SD = 7.90). The analysis method for this study was a simple mediation test with Hayes’ (2013) PROCESS macro. The result of the study showed that there were no significant positive effects of work-family culture on employee well-being, t(162) = .29, p = .76. On the other hand, work-family culture had significant effects on work-family conflict (a = .58) and work-family conflict had significant effects on employee well-being (b = .61). In line with the research hypothesis, there was an indirect relationship between work-family culture and employee well-being through work-family conflict as a mediator (ab = .35). We used the perceived organizational support (POS) theory as a framework and spillover theory to interpret the results. The findings of this study provide insights that it pays off to invest in a work-family culture because such culture is expected to give optimum advantages on well-being at work.

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5

THOMPSON, LINDA. "Family Work." Journal of Family Issues 12, no. 2 (1991): 181–96. http://dx.doi.org/10.1177/019251391012002003.

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The purpose of this article is to use a distributive justice approach to understand women's sense of fairness about family work. Previous research on family work is reviewed and organized around three factors that contribute to sense of fairness: Outcome values, comparison referents, and justifications. Women sense an injustice if they lack some outcome they desire, have a high standard for comparison, and believe there is no acceptable justification for being deprived of desired outcomes. To understand women's sense of fairness, researchers need to consider (a) valued outcomes other than time and tasks, (b) between-and within-gender comparison referents, and (c) gender-specific justifications for men's small contribution to family work.

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6

STRATHERN, MARILYN. "Family Work." Gender & History 8, no. 1 (1996): 143–47. http://dx.doi.org/10.1111/j.1468-0424.1996.tb00229.x.

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7

Glavin, Paul, and Scott Schieman. "Work–Family Role Blurring and Work–Family Conflict." Work and Occupations 39, no. 1 (2011): 71–98. http://dx.doi.org/10.1177/0730888411406295.

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8

Rothausen, Teresa J. "Management Work—Family Research and Work—Family Fit." Family Business Review 22, no. 3 (2009): 220–34. http://dx.doi.org/10.1177/0894486509337409.

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In this article, 25 years of organization science research on work—family is summarized, and its implications for building the human, social, and economic elements of family capital in family business are developed. The impact of work—family conflict; sex and gender roles; role enrichment; work—family benefits, programs, and policies; and work, job, and organization redesign are emphasized. A social systems model of environment—environment fit—work—family fit—is developed. Implications for future research and for investing in family capital are discussed.

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9

Voydanoff, Patricia. "Work Demands and Work-to-Family and Family-to-Work Conflict." Journal of Family Issues 26, no. 6 (2005): 707–26. http://dx.doi.org/10.1177/0192513x05277516.

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This article uses a demands-and-resources approach to examine relationships between three types of work demands and work-to-family and family-to-work conflict: time-based demands, strain-based demands, and boundary-spanning demands. The analysis is based on data from 2,155 employed adults living with a family member who were interviewed for the 1997 National Study of the Changing Workforce (NSCW). The results indicate consistent positive relationships between the three types of demands and work-to-family conflict. Strain-based demands show the strongest relationships with family-to-work conflict. In addition, work-to-family conflict partially mediates relationships between several demands and family-to-work conflict. Thus, work demands reveal direct and indirect relationships with family-to-work conflict.

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10

Peeters, Maria, Cobi Wattez, Evangelia Demerouti, and Wietske de Regt. "Work‐family culture, work‐family interference and well‐being at work." Career Development International 14, no. 7 (2009): 700–713. http://dx.doi.org/10.1108/13620430911005726.

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11

Gary Howard, W., Heather Howard Donofrio, and James S. Boles. "Inter‐domain work‐family, family‐work conflict and police work satisfaction." Policing: An International Journal of Police Strategies & Management 27, no. 3 (2004): 380–95. http://dx.doi.org/10.1108/13639510410553121.

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12

Newfield, Neal. "Family Social Work/Family Therapy." Journal of Family Social Work 1, no. 1 (1994): 47–54. http://dx.doi.org/10.1300/j039v01n01_06.

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13

White, James M. "Work-Family Stage and Satisfaction with Work-Family Balance." Journal of Comparative Family Studies 30, no. 2 (1999): 163–75. http://dx.doi.org/10.3138/jcfs.30.2.163.

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14

French, Craig. "Communication works for those who work at it." Critical Care and Resuscitation 22, no. 4 (2020): 295–96. http://dx.doi.org/10.51893/2020.4.e1.

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The transition of a patient’s care from active intensive care treatment to palliation is always sad and sometimes challenging. The decision is made when consensus of medical opinion is that ongoing life-sustaining therapies will not be effective — the acceptance of this medical decision is sought most often from a representative of the patient’s family.

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15

Witkin, Stanley L. "Family Social Work:." Journal of Family Social Work 1, no. 1 (1994): 33–45. http://dx.doi.org/10.1300/j039v01n01_05.

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16

McGovern, Patricia, and Dawn Matter. "Work and Family." AAOHN Journal 40, no. 1 (1992): 24–35. http://dx.doi.org/10.1177/216507999204000105.

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17

McGovern, Patricia M., and David A. Cossi. "Work and Family." AAOHN Journal 44, no. 8 (1996): 408–18. http://dx.doi.org/10.1177/216507999604400808.

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18

MARTIN, PATRICIA YANCEY, SANDRA SEYMOUR, MYRNA COURAGE, KAROLYN GODBEY, and RICHARD TATE. "WORK-FAMILY POLICIES:." Gender & Society 2, no. 3 (1988): 385–400. http://dx.doi.org/10.1177/089124388002003009.

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19

Winslow-Bowe, Sarah. "Work-Family Intersections." Sociology Compass 1, no. 1 (2007): 385–403. http://dx.doi.org/10.1111/j.1751-9020.2007.00017.x.

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20

Yoo, Hyung Chol. "Making family work." Asian American Journal of Psychology 11, no. 4 (2020): 282–83. http://dx.doi.org/10.1037/aap0000166.

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21

Warde, Carole. "Work–Family Balance." Annals of Internal Medicine 134, no. 4 (2001): 343. http://dx.doi.org/10.7326/0003-4819-134-4-200102200-00025.

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22

Darcy, Colette, and Alma McCarthy. "Work‐family conflict." Journal of European Industrial Training 31, no. 7 (2007): 530–49. http://dx.doi.org/10.1108/03090590710820042.

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23

Fouad, Nadya A., and Howard E. A. Tinsley. "Work–Family Balance." Journal of Vocational Behavior 50, no. 2 (1997): 141–44. http://dx.doi.org/10.1006/jvbe.1996.1579.

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24

Loseke, Donileen R. "Family and Work." Sociological Forum 29, no. 4 (2014): 1033–36. http://dx.doi.org/10.1111/socf.12140.

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25

Adisa, Toyin Ajibade, Gbolahan Gbadamosi, and Ellis L. C. Osabutey. "Work-family balance." Gender in Management: An International Journal 31, no. 7 (2016): 414–33. http://dx.doi.org/10.1108/gm-01-2016-0010.

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Purpose Given the reality that working mothers experience difficulties in achieving work-family balance because of the social restrictions that arise from parenting combined with career goals, this paper aims to explore the various coping strategies that are used by working mothers in the cities of London (Great Britain) and Lagos (Nigeria). Design/methodology/approach Semi-structured interviews were conducted with 72 mothers who worked in banks in London (Great Britain) and Lagos (Nigeria). Thematic analysis and investigator triangulation are used. Findings The findings reveal various coping strategies used by working mothers in the cities of Lagos and London. The paper also unearths the efficiency and the shortcomings of the use of au pairs among British working mothers and the similarities and disparities in terms of such use compared to the traditional use of housekeepers in Nigeria. Originality/value This paper contributes to the existing work–family balance literature by exploring the coping strategies of working mothers because of sociocultural and institutional differences in Great Britain and Nigeria.

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26

DUXBURY, LINDA, CHRISTOPHER HIGGINS, and CATHERINE LEE. "Work-Family Conflict." Journal of Family Issues 15, no. 3 (1994): 449–66. http://dx.doi.org/10.1177/019251394015003006.

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27

Perrone, Kristin M., Stefanía Ægisdóttir, L. Kay Webb, and Rachel H. Blalock. "Work-Family Interface." Journal of Career Development 32, no. 3 (2006): 286–300. http://dx.doi.org/10.1177/0894845305283002.

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28

Voydanoff, Patricia. "Work Role Characteristics, Family Structure Demands, and Work/Family Conflict." Journal of Marriage and the Family 50, no. 3 (1988): 749. http://dx.doi.org/10.2307/352644.

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29

Blanch, Angel, and Anton Aluja. "Work, family and personality: A study of work–family conflict." Personality and Individual Differences 46, no. 4 (2009): 520–24. http://dx.doi.org/10.1016/j.paid.2008.12.004.

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30

Grzywacz, Joseph G., and Nadine F. Marks. "Family, Work, Work-Family Spillover, and Problem Drinking During Midlife." Journal of Marriage and Family 62, no. 2 (2000): 336–48. http://dx.doi.org/10.1111/j.1741-3737.2000.00336.x.

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31

Erdamar, Gürcü, and Hüsne Demirel. "Investigation of Work-family, Family-work Conflict of the Teachers." Procedia - Social and Behavioral Sciences 116 (February 2014): 4919–24. http://dx.doi.org/10.1016/j.sbspro.2014.01.1050.

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32

Boyar, Scott L., Carl P. Maertz, Donald C. Mosley, and Jon C. Carr. "The impact of work/family demand on work‐family conflict." Journal of Managerial Psychology 23, no. 3 (2008): 215–35. http://dx.doi.org/10.1108/02683940810861356.

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33

Martinez-Sanchez, Angel, Manuela Perez-Perez, Maria-Jose Vela-Jimenez, and Silvia Abella-Garces. "Job satisfaction and work–family policies through work-family enrichment." Journal of Managerial Psychology 33, no. 4/5 (2018): 386–402. http://dx.doi.org/10.1108/jmp-10-2017-0376.

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PurposeThe purpose of this paper is to analyze the effect of a bundle of work–family policies on employee’s job satisfaction and (affective) organizational commitment, by using work–family enrichment and conflict as explanatory.Design/methodology/approachEmpirical study is conducted with a sample of 322 employees from 30 Spanish firms that have been granted with the “Flexible Firm Award” or have been certified as “Family Responsible Firms.” Structural equation modeling is used to test hypotheses.FindingsThe results show that the higher the use of work–family policies the more positive effects on work–family enrichment and conflict, and that job satisfaction is positively related to (effective) organizational commitment.Research limitations/implicationsThis is a cross-sectional study which may limit the establishment of causal relationships.Practical implicationsWork–family policies may constitute a relevant management tool to balance work and family life by making employees more interested in their jobs, enhancing their well-being and reducing the conflicts between work and family domains. The positive role of work–family enrichment contributes to enhance employees’ job satisfaction and, at the same time, to increase their organizational commitment. Managers should pay attention at how work–family policies are justified because they may influence differently on their outcomes on satisfaction and commitment.Originality/valueThere are two main original contributions of the paper. First, the authors study the joint effect of work–family policies on different dimensions of enrichment and conflict. Second, the authors analyze the relationship between different dimensions of enrichment and conflict on job satisfaction and organizational commitment.

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34

Burke, Ronald, and Esther Greenglass. "Work-Family Congruence and Work-Family Concerns Among Nursing Staff." Nursing Leadership 12, no. 2 (1999): 21–29. http://dx.doi.org/10.12927/cjnl.1999.19074.

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35

Lipińska-Grobelny, Agnieszka. "Multiwork, work-family/family-work conflict and satisfaction with life." Polish Journal of Applied Psychology 14, no. 2 (2016): 71–86. http://dx.doi.org/10.1515/pjap-2015-0055.

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Abstract The aim of my study was to determine what relations exist between work and family demands, W-F/F-W conflict and job satisfaction, satisfaction with marriage, and life satisfaction among multiworkers and monoworkers. Research involved 218 multiworkers and 218 employees with single employment, who filled out a survey, the Organizational Climate Questionnaire, the W-F/F-W Conflict Technique, the Job Description Questionnaire, the Marital Communication Questionnaire, and Satisfaction with Life Scale. From the data obtained referring to multiworkers, it is shown that W-F conflict is directly affected by the number of working hours, commuting time, job demands, rewards, and leave control. F-W conflict is directly affected by number of children aged up to six years, partner engagement, and the number of children aged 12‒15 years. Satisfaction with life results from satisfaction with marriage and job satisfaction (stronger relationship). Considering the monoworkers, W-F conflict is directly affected by the number of working hours, commuting time, and the rewards at work. F-W conflict is directly affected by engagement of the partner and the depreciation in the relationship. Satisfaction with life results from satisfaction with marriage (stronger relation) and job satisfaction. These results contribute to deeper knowledge on the multiwork phenomenon.

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36

Dewi, Rusmalia, Joniarto Parung, and Artiawati Artiawati. "Work-Family Climate and Work-Family Conflict on Medical Representative." Al-Maiyyah: Media Transformasi Gender dalam Paradigma Sosial Keagamaan 14, no. 1 (2021): 48–58. http://dx.doi.org/10.35905/al-maiyyah.v14i1.744.

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Iklim kerja organisasi merupakan salah satu penyebab mengapa konflik kerja-keluarga itu terjadi. Meskipun penelitian tentang iklim kerja-keluarga dan konflik kerja-keluarga sudah banyak dilakukan di Eropa dan Amerika, masih sedikit penelitian yang mengkaji hubungan antarkeduanya di Asia, terutama di Indonesia. Dengan demikian, penelitian ini bertujuan untuk mengkaji hubungan antara iklim kerja-keluarga dan konflik kerja-keluarga pada medical representative. Penelitian ini menggunakan desain penelitian kuantitatif. Pengumpulan data dilakukan dengan menggunakan teknik purposive sampling serta menggunakan 105 responden medical representative yang sudah menikah dan memiliki anak. Analisis data menggunakan konsep skala iklim kerja-keluarga Kossek dan skala konflik kerja-keluarga Carlson yang diadaptasi Artiawati Data juga dianalisis dengan menggunakan analisis regresi. Hasil penelitian secara simultan diperoleh F = 5,487 p < 0,021 yang artinya ada hubungan antara iklim kerja-keluarga dengan konflik kerja keluarga pada medical representative di Indonesia, namun secara parsial iklim kerja tidak memiliki korelasi dengan konflik kerja-keluarga. Penelitian ini menyimpulkan bahwa apabila klim kerja-keluarga berbagi keprihatinan dan membuat pengorbanan berjalan dengan baik maka hal tersebut dapat menurunkan konflik kerja-keluarga pada medical representative.

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37

Jain, Sarika, and Shreekumar K. Nair. "Work Support and Family Support as Predictors of Work-to-family Enrichment and Family-to-work Enrichment." Global Business Review 18, no. 5 (2017): 1307–24. http://dx.doi.org/10.1177/0972150917710332.

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38

Gali Cinamon, Rachel, Amatzia Weisel, and Kineret Tzuk. "Work—Family Conflict Within the Family." Journal of Career Development 34, no. 1 (2007): 79–100. http://dx.doi.org/10.1177/0894845307304066.

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39

Roth, Lawrence, and Emily M. David. "Work-Family Conflicts and Work Performance." Psychological Reports 105, no. 1 (2009): 80–86. http://dx.doi.org/10.2466/pr0.105.1.80-86.

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Prior research indicates that work-family conflict interferes with family far more than it interferes with work. Conservation of resources provides a possible explanation: when shifting resources from family is no longer sufficient to maintain satisfactory work performance, then workers must acquire additional resources or reduce investments in work. One source of such additional resources could be high performance peers in the work group. The performance of workers with resource-rich peers may be less adversely affected by work-family conflict. In this study, 136 employees of a wholesale distribution firm (61% women, 62% minority) working in groups of 7 to 11 in manual labor and low-level administrative jobs rated their own work-to-family conflict. Their supervisors rated workers' performance. Hierarchical regression analysis indicated that work-to-family conflict increasingly adversely affected job performance as work group performance decreased. Hence, work group performance may be an important moderator of the effects of work-family conflict.

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40

Bailyn, Lotte, and Mona Harrington. "Redesigning work for work–family integration." Community, Work & Family 7, no. 2 (2004): 197–208. http://dx.doi.org/10.1080/1366880042000245470.

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41

Secret, Mary. "INTEGRATING PAID WORK AND FAMILY WORK." Community, Work & Family 9, no. 4 (2006): 407–27. http://dx.doi.org/10.1080/13668800600925027.

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42

Nätti, Jouko, and Liisa Häikiö. "Flexible work and work–family interaction." Community, Work & Family 15, no. 4 (2012): 381–82. http://dx.doi.org/10.1080/13668803.2012.725548.

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43

Kelly, Erin L., Phyllis Moen, J. Michael Oakes, et al. "Changing Work and Work-Family Conflict." American Sociological Review 79, no. 3 (2014): 485–516. http://dx.doi.org/10.1177/0003122414531435.

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44

Clark, Sue Campbell. "Work Cultures and Work/Family Balance." Journal of Vocational Behavior 58, no. 3 (2001): 348–65. http://dx.doi.org/10.1006/jvbe.2000.1759.

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45

Jung-Ok Ahn. "Linking Institutions for Linked Lives -Work, Family and Leisure-." Family and Culture 19, no. 2 (2007): 171–204. http://dx.doi.org/10.21478/family.19.2.200706.007.

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46

Preet, Kaur, Anmol, De K. K. De K. K, and Tripathy Manas Ranjan. "Impact of Work and Family Role Demands on Work Life Conflict amongst Working Woman." Indian Journal of Applied Research 3, no. 8 (2011): 11–13. http://dx.doi.org/10.15373/2249555x/aug2013/110.

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47

Zhang, Yucheng Eason, Shan Diae Xu, Jiafei Jin, Michael T. Ford, Jie Feng, and Long Zhang. "Consequences of Positive Work-Family/Family-Work Interface: A Meta- Analytical." Academy of Management Proceedings 2016, no. 1 (2016): 13682. http://dx.doi.org/10.5465/ambpp.2016.13682abstract.

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48

Yu, Wei-hsin, and Janet Chen-Lan Kuo. "Another work-family interface: Work characteristics and family intentions in Japan." Demographic Research 36 (January 25, 2017): 391–426. http://dx.doi.org/10.4054/demres.2017.36.13.

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49

Jaga, Ameeta, and Jeffrey Bagraim. "The Relationship between Work-Family Enrichment and Work-Family Satisfaction Outcomes." South African Journal of Psychology 41, no. 1 (2011): 52–62. http://dx.doi.org/10.1177/008124631104100106.

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50

Ronda, Lorena, Andrea Ollo-López, and Salomé Goñi-Legaz. "Family-friendly practices, high-performance work practices and work–family balance." Management Research: The Journal of the Iberoamerican Academy of Management 14, no. 1 (2016): 2–23. http://dx.doi.org/10.1108/mrjiam-02-2016-0633.

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Purpose This paper aims to establish to what extent family-friendly practices and high-performance work practices are positively related to work–family balance and to identify the role played by job satisfaction and working hours as mediators of this relationship Design/methodology/approach We use data for a representative sample of almost 17,000 employees of dual-earner couples from European countries. To test the mediation mechanism implied by our hypotheses, we follow the procedure outlined in Baron and Kenny (1986). Given the nature of the dependent variables, ordered probit and regression models were estimated in the analysis. Findings The results show that, in general, family-friendly practices and high-performance work practices increase work–family balance and that these positive relationships are partially mediated by job satisfaction and working hours. While both family-friendly practices and high-performance work practices increase job satisfaction, only the first increase working hours. Moreover, job satisfaction increases work–family balance, while working hours reduces it. The net effect of these opposing forces on work–family balance is positive. Research limitations/implications The use of secondary data posits some constraints, such as the type of measures and the failure to control for a higher number of family-friendly practices and high-performance work practices. Additionally, the non-longitudinal nature of the data set implies that some relationships cannot be considered causal in the intended direction. Practical implications Managers should implement family-friendly practices and high-performance work practices, as, in general, they increase work–family balance. A significant portion of this positive effect is channeled through job satisfaction and working hours. Originality/value The paper contributes to understanding the relationship between different subsets of human-resources management practices and work–family balance, proposing a model that aims to disentangle the mediating mechanisms through which this relationship occurs.

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