2003 IMTA Proceedings - International Military Testing Association

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In recent years, researchers have been interested in the balance between employees’ work
and home lives (Kossek & Ozeki, 1998; Major, Klein, & Ehrhart, 2002). Ideally, individuals are
able to effectively manage the requirements of both roles without undue difficulty.
Unfortunately, work and life demands frequently clash, making it difficult for the individual to
be simultaneously successful in both domains, resulting in work-life conflict.
Work-life conflict has been linked to numerous negative consequences for the individual,
including lower general well-being (Aryee, 1992; Frone, 2000; Frone, Russell, & Cooper, 1992;
Thomas & Ganster, 1995), lower job satisfaction (Adams, King, & King, 1996); greater burnout
(Burke, 1988), and greater alcohol use and poor health (Allen, Herst, Bruck, & Sutton, 2000;
Frone, Russell, & Barnes, 1996). The organization also experiences negative consequences. For
example, researchers have suggested that conflict leads to negative organizational outcomes such
as increased turnover and decreased performance (e.g., Jex, 1998). Although researchers have
consistently demonstrated a link between work-life conflict and increased turnover intentions
(Burke, 1988; Greenhaus, Collins, Singh, & Parasuraman, 1997; Greenhaus, Parasuraman, &
Collins, 2001), few have empirically examined the relationship between work-life conflict and
job performance (Allen et al., 2000).
As the potential adverse effects of work-life conflict become more apparent,
organizations have become more proactive in their attempts to buffer the negative effects. One
way in which organizations have tried to assist employees is by fostering a family-friendly
culture to allow employees support and flexibility to successfully sustain both their work and
personal lives (Kossek & Lobel, 1996).
The current study examined whether a family-friendly work environment buffers the
negative relationship between work-life conflict and performance and organizational outcomes.
Specifically, we examined employee perceptions of a family-friendly work environment and how
these perceptions directly and indirectly related to subjective and objective measures of
performance. Additionally, we assessed whether perceptions of a family-friendly work
environment were beneficial for all employees regardless of family responsibilities, or if they
were detrimental to employees with few family responsibilities.
WORK-LIFE CONFLICT
There are numerous work/nonwork conflict constructs in the work and family literature
(e.g., work-life conflict, work-nonwork conflict, work-family conflict). Although many of the
constructs are similar, or are used interchangeably, there are some subtle differences. Work-life
conflict is based on a broader definition than the more specific construct work-family conflict.
Whereas work-family conflict focuses on time and strain due to family responsibilities, work-life
conflict encompasses family factors in addition to personal responsibilities not necessarily
related to families (e.g., shopping for personal items, exercising, spending time with friends). We
chose to operationalize role conflict specifically as work-life conflict for three reasons. First, the
more wide-ranging work-life conflict construct allows us to include both single and married
individuals. Second, researchers have advocated the use of more flexible and broader constructs,
such as work-life conflict, in work and nonwork role research (Behson, 2002; Grover & Crooker,
1995). Finally, although many have stated the two constructs are similar, scant research has
empirically tested the relationship between work and life roles (Frone, 2003).
According to role theory (Hart, 1999), all of the work-nonwork variables are similar.
Role theory asserts that strain will occur when individuals face competing demands from
45 th Annual Conference of the International Military Testing Association
Pensacola, Florida, 3-6 November 2003