From suffering firm to suffering family? How perceived firm performance relates to managers' work-to-family conflict

Abstract

This study draws from the Conservation of Resources theory and Job Demands-Resources model to analyze how perceived organizational performance relates to managers' work-to-family conflict. We then explore how sources of supervisor support modify this relationship. Our study of 182 managers reveals that poor perceived organizational performance is significantly related to greater work-to-family conflict. We also find that while sources of supervisor support tend to lessen the work-to-family conflict of managers who perceive strong organizational performance, they tend to have little benefit for those who perceive poor organizational performance. Only high time availability was shown to buffer the negative relationship between perceived organizational performance and work-to-family conflict. Our results therefore highlight the need to consider an organization's perceived performance when studying managers' attitudes and career outcomes.