Cross-cultural differences on work-to-family conflict and role satisfaction: a Taiwanese-British comparison.
Lu-L; Cooper-CL; Kao-SF; Chang-TT; Allen-TD; Lapierre-LM; O'Driscoll-MP; Poelmans-SAY; Sanchez-JI; Spector-PE
Hum Resour Manageme 2010 Jan-Feb; 49(1):67-85
The aim of this research was to explore relations between work and family demands and resources, work-to-family conflict (WFC), and work and family outcomes in a cross-cultural comparative context involving Taiwanese and British employees. Two-hundred and sixty-four Taiwanese employees and 137 British employees were surveyed using structured questionnaires. For both Taiwanese and British employees, work and family demands were positively related to WFC, whereas work resources were negatively related to WFC. Furthermore, WFC was negatively related to family satisfaction. More importantly, we found that nation moderated relationships between work resources and WFC, WFC and work, and family satisfaction. Specifically, work resources had a stronger protective effect for Taiwanese than British in reducing WFC, whereas WFC had a stronger detrimental effect on role satisfaction for British than Taiwanese. It is recommended that both culture-general and culture-specific effects should be taken into consideration in designing future WFC research and family-friendly managerial practices.
Psychological-effects; Psychological-responses; Behavior; Behavior-patterns; Work-practices;
Author Keywords: work-to-family conflict; WFC; work constraints; family responsibility; supervisory support; family help; work satisfaction; family satisfaction
Luo Lu, Department of Business Administration, National Taiwan University, No.1, Sec. 4, Roosevelt Road, Taipei 106, Taiwan, Republic of China
Human Resource Management
Sunshine Education and Research Center, University of South Florida