Organizational Work-Family Support as Universal Remedy? A Cross-Cultural Comparison

Abstract

In both industrialized as well as emerging countries compatibility of work and family gains importance. Thus, organizations increasingly aim to support employees in managing their work-family balance. However, no prior study has examined cross-cultural differences regarding the effect of organizational work-family support on individual-level outcomes in western industrialized and emerging countries. Drawing on signaling and social exchange theory, we identify conditions under which organizational work-family support contributes to employees’ job satisfaction and performance. Specifically, we differentiate between informal and formal organizational work-family support, i.e., work-family culture and work-family programs, and draw on Hofstede’s cultural dimensions to argue that they vary in influencing employees’ attitudes and behaviors. While work-family culture operates culturally independently and with equal positive effects across countries, work-family programs positively affect job satisfaction and in turn job performance solely in individualistic cultures. Results from a sample of 451 managers from China, India, and the United States support our proposed model.