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Impacts of Work–Family Culture on Employee Job Performance in Achieving Sustainable Development Goals

Author

Listed:
  • Nurul Aisyah Awanis binti A Rahim

    (Institute of Tropical Biodiversity and Sustainable Development, Universiti Malaysia Terengganu, Kuala Terengganu 21030, Malaysia)

  • Khatijah Omar

    (Institute of Tropical Biodiversity and Sustainable Development, Universiti Malaysia Terengganu, Kuala Terengganu 21030, Malaysia)

  • Adnan ul Haque

    (Faculty of Business, Yorkville University, 100 Woodside Ln, Fredericton, NB E3C 2R9, Canada)

  • Hamizah Muhammad

    (Academy of Contemporary Islamic Studies (ACIS), UiTM Cawangan Terengganu, Kampus Dungun, Dungun 23000, Malaysia)

  • Jumadil Saputra

    (Faculty of Business, Economic and Social Development, Universiti Malaysia Terengganu, Kuala Terengganu 21030, Malaysia)

  • Fasaaro Hulu

    (Faculty of Elementary School Teacher Education, Universitas Karimun, Kabupaten Karimun 29663, Indonesia)

Abstract

The harmonized balance between work and family is tough to reach in modern industrial societies because of increasing demands at work and in family settings. Previous studies analyzed work–family culture and its relationship with employees’ job performance without focusing on specific industries. Paralleled with the Sustainable Developments Goals (SDGs), this study aims to analyze the relationship between work–family culture and employees’ job performance in selected industries in Malaysia. This study surveyed 336 employees working in four industries in Peninsular Malaysia, and data were collected using a self-reported questionnaire. The collected data were analyzed using two statistical analyses, i.e., descriptive and inferential statistic multiple linear regression by assisting statistical software, namely SPSS version 26. This study found that organizational time demands, and managerial support have a significant positive relationship with employees’ job performance. Moreover, the career consequences variable does not have a significant effect on employees’ job performance. Therefore, the results provided valuable insights into the work–family culture among employees with family responsibilities. Applied implications for managers are suggested to give full support to the employees while juggling their family matters. This study also contributes to the existing work–family culture literature. After a thorough analysis of this field, the researcher believed that other factors might significantly affect employees’ job performance, such as religiosity, working environment, and integrity in the organizations.

Suggested Citation

  • Nurul Aisyah Awanis binti A Rahim & Khatijah Omar & Adnan ul Haque & Hamizah Muhammad & Jumadil Saputra & Fasaaro Hulu, 2022. "Impacts of Work–Family Culture on Employee Job Performance in Achieving Sustainable Development Goals," Sustainability, MDPI, vol. 14(12), pages 1-14, June.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:12:p:7003-:d:833757
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    References listed on IDEAS

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    1. Sílvia Lopes & Rita Couto & Anabela Rodrigues & Ana Sabino & Íris M. Oliveira & Paulo C. Dias & Ângela Leite & Vânia Sofia Carvalho, 2024. "Beyond Work: The Role of “Family-Friendly” Practices in the Subjective Well-Being of Teleworkers and On-Site Workers in the COVID-19 Pandemic," IJERPH, MDPI, vol. 21(4), pages 1-19, April.

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