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Leave or not to leave? The impact of managerial work-life support and work engagement on the outcomes of work-to-life conflict for China’s new generation employees

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  • Mengyi Xu
  • Xuebing Cao
  • Hui Lu

Abstract

This paper explores how work engagement and managerial work-life support can influence the relationship between work-to-life conflict and turnover intention for China’s new generation employees. Drawing on job demand-resources (JD-R) theory and time-lagged survey data, we developed a moderated mediation model which reveals the mediating effect of work engagement on the relationship between work-to-life conflict and turnover intention, and the moderation effect of managerial work-life support on the relationship between work-to-life conflict and work engagement. The findings show that work engagement serves as a personal resource for new generation employees to buffer the negative impact of work-life conflict on turnover intention, and managerial work-life support serves as a key job resource to influence the mediating effect of work engagement when work-life conflict occurs. Research contributions, implications, and limitations are discussed.

Suggested Citation

  • Mengyi Xu & Xuebing Cao & Hui Lu, 2025. "Leave or not to leave? The impact of managerial work-life support and work engagement on the outcomes of work-to-life conflict for China’s new generation employees," Asia Pacific Business Review, Taylor & Francis Journals, vol. 31(4), pages 755-777, August.
    • Handle: RePEc:taf:apbizr:v:31:y:2025:i:4:p:755-777
    DOI: 10.1080/13602381.2023.2264221
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