Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Family-friendly practices, high-performance work practices and work–family balance: how do job satisfaction and working hours affect this relationship?

Family-friendly practices, high-performance work practices and work–family balance: how do job... PurposeThe aim of this paper is 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/approachWe use data for a representative sample of almost 17,000 employees of dual-earner couples from European countries. In order 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.FindingsThe 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/implicationsThe 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 dataset implies that some relationships cannot be considered causal in the intended direction.Practical implicationsManagers should implement family-friendly practices and high-performance work practices since, in general, they increase work–family balance. A significant portion of this positive effect is channelled through job satisfaction and working hours.Originality/valueThe 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research The Journal of the Iberoamerican Academy of Management Emerald Publishing

Family-friendly practices, high-performance work practices and work–family balance: how do job satisfaction and working hours affect this relationship?

Download PDF
31 pages

Loading next page...
 
/lp/emerald-publishing/family-friendly-practices-high-performance-work-practices-and-work-mV80krJMRn

References (80)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1536-5433
DOI
10.1108/MRJIAM-02-2016-0633
Publisher site
See Article on Publisher Site

Abstract

PurposeThe aim of this paper is 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/approachWe use data for a representative sample of almost 17,000 employees of dual-earner couples from European countries. In order 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.FindingsThe 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/implicationsThe 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 dataset implies that some relationships cannot be considered causal in the intended direction.Practical implicationsManagers should implement family-friendly practices and high-performance work practices since, in general, they increase work–family balance. A significant portion of this positive effect is channelled through job satisfaction and working hours.Originality/valueThe 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.

Journal

Management Research The Journal of the Iberoamerican Academy of Management – Emerald Publishing

Published: Jun 20, 2016

There are no references for this article.