Managerial support, work–family conflict and employee outcomes: an Australian study

Purpose - Derived from leader–member exchange theory, this study hypothesises the relationships between work–family related managerial support and affective commitment and job satisfaction, and advocates that these relationships are mediated by work–family conflict. Design/methodology/approach - The model was tested in an Australian manufacturing organisation using survey data from employees, using structural equation modelling in Analysis of Moment Structures (AMOS). Findings - The findings suggest that enhanced work–family related managerial support will decrease work–family conflict, eventually enhancing employees' affective commitment and job satisfaction. Originality/value - This study provides important insights into the impact of managerial support on improvements in employees' work–family conflict, and, in turn, its impact on affective commitment and job satisfaction, in the Australian context. 研究目的 - 源自領導者-成員交換理論，本研究就與工作、家庭有關的管理支援與情感承諾和工作滿足感之間的關係提出假設，並主張工作家庭衝突是引發這些關係的媒介。 研究設計/方法/理念 - 有關的模型使用來自員工的調查數據，並使用AMOS內的結構方程式模式，在澳洲一個製造業組織內被測試。 研究結果 - 研究結果暗示、若加強與工作家庭有關的管理支援，則工作家庭衝突便會減少，而這最後將會增加員工的情感承諾和工作滿足感。 研究的原創性/價值 - 本研究提出了重要的見解，使我們更了解在澳洲的背景下，管理支援對改善僱員工作家庭衝突之作用，進而更明白管理支援對情感承諾和工作滿足感的影響。