工作-家庭冲突
人力资本
工作(物理)
人力资源管理
组织承诺
业务
员工敬业度
管理
心理学
工商管理
社会心理学
经济
经济增长
机械工程
工程类
作者
Chenxi Wang,Xiaoxi Chang,Yu Zhou,Huaiqian Zhu
出处
期刊:Personnel Review
[Emerald (MCB UP)]
日期:2024-06-26
标识
DOI:10.1108/pr-08-2021-0554
摘要
Purpose The paper aims to clarify the relationship between organizational work-family practices and employee work-family conflict in light of the boundary conditions of commitment-based human resource management (HRM) and employee human capital. Design/methodology/approach The paper opted for a multi-source, multi-level design and surveyed 1,717 individuals (including CEOs, HR managers and employees) from 159 firms in China. The model was tested using hierarchical linear modeling. Findings The paper provides empirical insights that the effect of work-family practices on work-family conflict is indispensably dependent on the adoption of commitment-based HRM. In addition, employee human capital further moderated this interaction in that the effect of work-family practices on reducing work-family conflict was most salient with high-education employees who were embedded in a high-commitment HRM system. Research limitations/implications Testing the hypotheses in the Chinese context has both its merits and drawbacks. Specific results are pursuant to the Chinese context. Therefore, a cross-cultural comparative study is called upon. Practical implications The paper includes implications for organizations striving to minimize employee work-family conflict. Originality/value This paper primarily applies the resource-building perspective to examine the synergistic effects of organizational resources (targeting work-family practices together with general commitment-based HRM) and individual intellectual resources (human capital) on employee work family conflict.
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