Abstract
ObjectiveThe aim of the current study was to validate the Japanese version of the family supportive supervisor behaviors (FSSB-J) measure. FSSB is conceptualized as a multidimensional, superordinate construct constituted of four dimensions: emotional support, instrumental support, role modeling behaviors, and creative work–family management.MethodsThe Japanese translated and back-translated FSSB-J questionnaire was administered to 1,670 men and women aged 20–59 years who were registered with a Japanese online survey company in November 2017. Confirmatory factor analyses were performed to evaluate the factorial validity of the FSSB-J. Cross-time measurement invariance was tested using multi-group confirmatory factor analyses. Construct validity was assessed with the potential consequences of FSSB (e.g., work–family spillover, work engagement, intention to leave, job satisfaction, and psychological distress) and convergent validity was assessed using similar concepts (e.g., organizational justice and social support). Internal consistency and test–retest reliability were examined to evaluate the reliability of the four dimensions of the FSSB.ResultsA series of confirmatory factor analyses using the multiple-group method revealed that the four-factor model fitted the data best. The latent factor structure demonstrated configural, metric, and scalar invariance across time. Construct and convergent validity were generally in line with expectations. Cronbach’s α coefficient and test–retest reliability were sufficient for each of the four dimensions of the FSSB.ConclusionThis study suggests that FSSB-J is an adequate measure of FSSB in the Japanese context.
Highlights
The Japanese translated and back-translated Family supportive supervisor behaviors (FSSB)-J questionnaire was administered to 1,670 men and women aged 20–59 years who were registered with a Japanese online survey company in November 2017
This study suggests that FSSB-J is an adequate measure of FSSB in the Japanese context
This reform includes the introduction of legal caps on overtime hours, rules to establish the “equal work, equal pay” principle by improving working conditions for people with irregular employment status, and a new system that allows corporate employees to be paid based on their performance rather than on the number of hours spent in the workplace
Summary
Japan is unique in terms of its strong corporate culture, in which employees are judged by their willingness to spend extended hours face-to-face with co-workers, being required to attend endless successions of meetings, and expected to prioritize work over private life. These societal features make the implementation of work–family balance policies challenging in Japan (Cabinet Office, 2018). The promotion of work and family–life balance is an important part of this proposed work-style reform (Japan Ministry of Health Labour and Welfare, 2017)
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