The role of identity and work–family support in work–family enrichment and its work-related consequences |
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| Affiliation: | 1. Tel Aviv University, Israel;2. University of Birmingham, United Kingdom;3. Kedge Business School, Department of Management, 680 Cours de la Libération, 33405 Talence, France;1. ESE Business School, Universidad de los Andes, Av. Plaza 1905, Las Condes, Santiago de Chile, Chile;2. IESE Business School, Universidad de Navarra, Pearson Avenue 21, Barcelona 08034, Spain;3. Università degli Studi di Bologna, Via Capo di Lucca 34, 40126 Bologna, Italy;4. University of Bath School of Management, UK;5. Women and Public Policy Program, Harvard Kennedy School, 79 John F. Kennedy St, Cambridge, MA 02138, United States;6. Universitat International de Catalunya, Immaculada 22, 08017 Barcelona, Spain;7. Kedge Business School, France;1. University of Bath, School of Management, Claverton Down, Bath BA2 7AY, United Kingdom;2. Open University of the Netherlands, Valkenburgerweg 177, 6419 AT Heerlen, The Netherlands;3. IESE Business School, Universidad de Navarra, Camino Cerro del Águila, 3, 28023 Madrid, Spain;4. Ecole hôtelière de Lausanne, HES-SO // University of Applied Sciences Western Switzerland, Route de Cojonnex 18, 1000 Lausanne, Switzerland;1. Department of Management, West Chester University of Pennsylvania, 464 Business and Public Management Center, West Chester, PA 19383, United States of America;2. Department of Management, LeBow College of Business, Drexel University, Gerri C. LeBow Hall, 627, 3220 Market Street, Philadelphia, PA 19104, United States of America |
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| Abstract: | Despite growing research on the positive connections between work and family, antecedents and consequences of work–family enrichment are understudied. Using a sample of employees from a major insurance company, we assessed the relationship of (i) individual (i.e., work and family identities), (ii) family (emotional and instrumental support), and (iii) organizational (benefit use and work–family culture) antecedents to work–family and family–work enrichment. We also examined whether enrichment predicted important work outcomes including organizational commitment and turnover intentions. The strength of an individual’s identity and informal or emotional support within a domain, rather than formal or instrumental support, were associated with greater enrichment. Work–family enrichment positively predicted affective organizational commitment, and family–work enrichment negatively predicted turnover intentions. Implications for individuals and organizations wanting to foster enrichment are discussed. |
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