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Direct and indirect links between organizational work-home culture and employee well-being

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  • Beauregard, T. A.

Abstract

The extent to which an organization's culture exhibits support for its employees' efforts to balance work and personal responsibilities has been shown to influence a number of work- and home-related outcomes. This study tests a model with a mix of mediated and moderated relationships to investigate direct and indirect routes by which work-home culture may affect employee well-being. Sex differences in these relationships are also explored. Data collected from public sector employees in the UK indicate that a supportive work-home culture is significantly associated with lower levels of psychosomatic strain among employees. For women, this relationship is mediated by reduced levels of work-home interference. Different types of support demonstrate different effects for men and for women: managerial support has a more beneficial impact on women's well-being, and organizational time demands have a more detrimental impact on men's well-being. Recommendations for managers to boost employee well-being include shifting the focus away from presenteeism and toward work outputs in order to reduce gender stereotypes and improve attitudes toward those using flexible work practices and family-friendly initiatives, incorporating work-home supportiveness into the managerial performance appraisal process, and compensating or otherwise recognizing employees taking on absent colleagues' workloads.

Suggested Citation

  • Beauregard, T. A., 2011. "Direct and indirect links between organizational work-home culture and employee well-being," LSE Research Online Documents on Economics 36690, London School of Economics and Political Science, LSE Library.
    • Handle: RePEc:ehl:lserod:36690
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    File URL: http://eprints.lse.ac.uk/36690/
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    References listed on IDEAS

    as
    1. Annick Willem & Ans De Vos & Marc Buelens, 2010. "Comparing Private and Public Sector Employees' Psychological Contracts," Public Management Review, Taylor & Francis Journals, vol. 12(2), pages 275-302, March.
    2. Beauregard, T. Alexandra & Henry, Lesley C., 2009. "Making the link between work-life balance practices and organizational performance," LSE Research Online Documents on Economics 25224, London School of Economics and Political Science, LSE Library.
    3. Beauregard, T. A., 2006. "Are organizations shooting themselves in the foot? : workplace contributors to family-to-work conflict," LSE Research Online Documents on Economics 894, London School of Economics and Political Science, LSE Library.
    4. Allan P. O. Williams, 2006. "Leadership in Change," Palgrave Macmillan Books, in: The Rise of Cass Business School, chapter 15, pages 200-220, Palgrave Macmillan.
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    Cited by:

    1. Andrea Bobbio & Luigina Canova & Anna Maria Manganelli, 2022. "Organizational Work-Home Culture and its Relations with the Work–Family Interface and Employees’ Subjective Well-being," Applied Research in Quality of Life, Springer;International Society for Quality-of-Life Studies, vol. 17(5), pages 2933-2966, October.
    2. Jose Aurelio Medina-Garrido & Jose Maria Biedma-Ferrer & Antonio Rafael Ramos-Rodriguez, 2023. "Moderating effects of gender and family responsibilities on the relations between work-family policies and job performance," Papers 2401.13681, arXiv.org.
    3. Ward van Zoonen & Anu Sivunen & Kirsimarja Blomqvist & Thomas Olsson & Annina Ropponen & Kaisa Henttonen & Matti Vartiainen, 2021. "Factors Influencing Adjustment to Remote Work: Employees’ Initial Responses to the COVID-19 Pandemic," IJERPH, MDPI, vol. 18(13), pages 1-19, June.
    4. Vakkayil, Jacob & Torre, Edoardo Della & Giangreco, Antonio, 2017. "“It's not how it looks!” Exploring managerial perspectives on employee wellbeing," European Management Journal, Elsevier, vol. 35(4), pages 548-562.

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    More about this item

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management

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