Abstract
Drawing upon the conservation of resources theory (Hobfoll, Am Psychol 44:513–524, 1989), social exchange theory (Blau, Exchange and power in social life, 1964) and the job demand-control model (Karasek, Adm Sci Q 24:285–308, 1979), this study uncovers the theoretical mechanism that explains the relationship between work-family conflict and organizational citizenship behavior (OCB). First, this study focuses on how employee job satisfaction mediates the relationship. Then, we investigate the moderating role of decision authority in the mediated relationship. We employ three-wave data collected from 324 employees in 102 teams to test our hypotheses. Results of hierarchical linear modeling (HLM) first shows that job satisfaction mediates the relationship between work interference with family (WIF) and OCB. In addition, employees’ decision authority moderates the direct effect of WIF on OCB. Specifically, the negative relationship between WIF and OCB is stronger when employees’ decision authority is high. Moreover, decision authority moderates the indirect effect of WIF on OCB via job satisfaction. Specifically, the negative relationship between WIF and job satisfaction is weaker when employees’ decision authority is high. The results suggest that organizations should give employees enough decision authority over their work, as a high level of decision authority may act as a double-edged sword regarding critical organizational outcomes.
Highlights
In the last three decades, growing attention has been paid to the interaction of different life domains, such as work and family, as well as the effect of this interaction on individual and organizational outcomes (Rice et al 1985; Gutek et al 1991)
The ICC1s, which indicate the variance explained by group membership, were 0.25 for with family (WIF), 0.07 for decision authority, 0.12 for job satisfaction, and 0.08 for organizational citizenship behavior (OCB)
The ICC2s, which indicate the reliability of group means, were 0.51 for WIF, 0.20 for decision authority, 0.31 for job satisfaction, and 0.22 for OCB
Summary
In the last three decades, growing attention has been paid to the interaction of different life domains, such as work and family, as well as the effect of this interaction on individual and organizational outcomes (Rice et al 1985; Gutek et al 1991). Along with work-family conflict, OCB, which refers to employees’ proactive behavior that goes beyond their direct role requirements (Smith et al 1983), is one of the most heavily examined topics in the field of organizational behavior (Levy 2003). Both OCB and WIF are critical in organizations as each of them has a substantial impact on individual outcomes and organizational success (Organ and Ryan 1995; Kossek and Ozeki 1998). Their use of a cross-sectional sample of teachers and the lack of mediation examination, did not allow for the exploration of the mechanism which underlies the relationship between WIF and OCB
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