The crossover effect of work–family conflict among hotel employees

Abstract

PurposeWork–family research has established the existence of a crossover effect, wherein a given perception is transferable between two intimate persons. However, little research has been done to delineate this crossover process. Therefore, grounded in the conservation of resources theory, the present study aims to examine why and how a supervisor’s work–family conflict (WFC) is related to his or her subordinates’ WFC. The authors focus on three resource-related mechanisms and explore the consequences of subordinates’ WFC.Design/methodology/approachQuestionnaire surveys were collected from 180 supervisor–subordinate dyads from five hotels. Mplus was used to test the framework.FindingsThe results support the notion that supervisor’s negative affect and subordinate’s workload account for the crossover effect of WFC. Moreover, subordinates’ WFC is found to be related to lower job satisfaction and higher turnover intention.Research limitations/implicationsThe current study highlights the downward effect of supervisors’ WFC, a phenomenon that has been understudied in the extant research. Alternative mediators or moderators in the relationship between supervisors’ WFC and subordinates’ WFC can be explored by future research.Practical implicationsHotels should help supervisors to effectively manage the work and family dynamic through training and changing the “face time” culture.Originality/valueGrounded in the conservation of resources theory, the authors propose a framework that incorporates WFC into the crossover model.