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Acción Psicológica
versión On-line ISSN 2255-1271versión impresa ISSN 1578-908X
Acción psicol. vol.14 no.2 Madrid jul./dic. 2017 Epub 11-Sep-2023
https://dx.doi.org/10.5944/ap.14.2.20024
Artículos de temática libre
Family friendly corporate culture and work-family conflict among employees with shift work
1Universidad Nacional de Educación a Distancia (UNED), España
EXTENDED SUMMARY
Introduction
Over the last three decades, research on work-family relationship has increased considerably, which means that it has been object of great attention from political institutions, organisations, trade unions, families and individuals concerned by improving people’s working conditions (Blustein, Olle, Connors-Kellgren, & Diamonti, 2016; Pichler, 2009).
The number of people who currently combine work with family responsibilities simultaneously has increased considerably in these three decades in Spain. This rise translates into a greater number of single-parent families, women’s labor inclusion, dual-earner couples - both partners work outside the home (Janasz, Behson, Jonsen & Lankau, 2013), parents more involved in the upbringing of their children and in the distribution of household tasks. This mutual influence between work and non-work contexts can result in a situation of balance or a conflict/interference (Chou & Cheung, 2013).
In a recent literature review on predictors and consequences of work-family conflict, Poelmans stated in 2001 a lack of empirical studies about that relationship in countries whose culture considers family as the central institution on which social life is developed and in which women’s labor inclusion was still spreading (Colonel, Moreno, & Carrasco, 2010; Nelson et al., 2017). Spain represents a clear example of what the author was mentioning (Calvo-Salguero, Martinez de Lecea, & Aguilar-Luzon, 2012).
Work – Family Conflict Dimensions
Within Organizational Behaviour field, research has been focused on the idea that both work and family require time and commitment since that provide incomes/financial security and affective support, respectively. So, the emergence of a conflict between both dimensions is therefore unavoidable.
The relationship established between the two spheres (family and work) can be positive and negative, differing theoretical level two types of conflict: work/family (is the work which exerts influence on the family) and family/work (would be family which influences on work).
Considering the work of Thomas and Ganster (1995), we can find a concept of family conflict as a specific format of dispute between roles, in which pressures from employment are incompatible with pressures coming from the paper to the worker plays in their families. In the far greater number of the cases, work has more influence on family than vice versa (Ugarteburu, Cerrato, & Ibarretxe, 2008) even in longitudinal studies is higher (Cardador, 2014).
Taking work-family conflict predictors into consideration, studies adopt very different perspectives. Some works are focused on the individuals’ characteristics as developed by Yu (2016), who proposes self-esteem, locus of control, self-efficacy and emotional stability as a history of work-family conflict. Others’ work approaches from the working features. In this line of work, literature has accumulated studies which showed daily workload as predictor of work-family conflict (Illes et al., 2007).
While Daderman and Basinska (2016) propose in job-role demands as predictor of the conflict.
Shift work
There are several difficulties related to shift work and it ends up affecting all areas of employees’ life (physiological, psychological, family and/or social) and it diminishes their physical health and quality of life over time.
Work schedules, specially whether it is night or rotating, tend to disorganize family life largely. Though it is needed to be mention some research works carried out with a sample of Spanish employees whose results show that 60 % to tolerate without much problems, at least during the first four years of seniority in the permanent night shift, and 20-30 % of people who tolerate hard night. The remaining 10 % are satisfied with their turn and not attributed any problems (Sánchez González, 2004).
Work-Family Balance Culture
From organizational approaches, research must focus on analyse the extent to which the organization supports family life. Thus, if an organization develops a set of beliefs and values associated with the support and integration of work and family life for men and women, will be developing a conciliatory organizational culture (Kar & Misra, 2013). So that the worker will have a perception of existing support, which will be made in two types of concrete actions (Chen, Liu, & Yang, 2013).
First, organizational policies of support for the family and secondly, the existence of colleagues and managers that support them (Kinnunen et al., 2005). These aspects are essential for a worker may restore harmony between work and family responsibilities. In this sense, is a key model of work-family balance culture where are collected three central dimensions (Thompson Beauvais, & Lyness, 1999). The first dimension includes the demands on time from the organization that refers to expectations about the amount of time that must be used for the work.
The second dimension is the perceived support, which in the original model was only the directors ‘support, but in the reviewed work of McDonald's, Brown and Bradley (2005) has also included support from co-workers, perceived by employees to their needs family. This dimension, also has been studied thoroughly, even with data from more than ten countries, because this perception fosters or not to the use of these policies of conciliation (Las Heras, Bosch, & Raes, 2015). The third dimension is made up of the perception of negative consequences will impact their career if they benefit from the programs/policies of work-family balance.
A family friendly organizational culture is associated with a greater number of policies which promote such reconciliation and greater use of the established measures. The use of such measures is also related to other psychosocial variables such as: sex, children, the size of the company, the sector to which it belongs or the culture of support from managers and colleagues (Ugarteburu, Cerrato, & Ibarretxe, 2008). Organizations that provide work-family balance experiencing the positive effects thereof, such as: increasing job satisfaction, organizational commitment, family welfare and balance between job demands and family (Kinnunen et al., 2005).
From this theoretical framework, the main goal of this work is to analyse the moderator role of family friendly corporate culture effect in the perception of conflict in employees of a public institution belonging to the security sector with different shifts. Based on this approach, we state the following:
Hypothesis 1. Work shifts predict the work/family conflict.
Hypothesis 2. The effect of different work shifts on the perception of work-family conflict will increase significantly when the family friendly organizational culture is high.
Method
Participants
The study was conducted on a sample of 86 workers in the public sector of security of the community of Madrid. To evaluate the perception of conflict has been used the scale proposed by Kopelman, Greenhaus and Connoly (1983) and adapted to Spanish by Martinez-Perez and Osca (2001). The Spanish version of the scale of work-family culture was used to assess this variable (WFCS Thompson et al., 1999) validated in a Spanish sample by Beléndez, Martín, and Hernández (2013).
Procedure
About 120 paper questionnaires were submitted, which were completed in the workplace delivered and returned by a total of 88 (74 % response rate) to the person in charge of the study. Two questionnaires that were more than 10 % of the lost data were excluded. The values lost in the remaining questionnaires did not exceed 5 % of the cases, but little with SPSS MCAR test applied. The analysis showed that the missing values were completely random (p >. 05).
An analysis of variance (ANOVA) was performed in order to know if among workers in different shifts mean differences were statistically significant. The analysis, which showed statistically significant differences between shifts in the management support of the scale of work-family culture and conflict at work, conflict interrol and in the total score of perceived conflict.
Discussion
The findings of other previous works, such as the Cardador (2014), who finds little impact of working conditions on perceptions of work-family conflict is thus confirmed. In any case, it would be relevant to consider the history of the conflict may not reside in the existence of shifts by themselves, but rather on the need for additional work that might be authentic history of work-family conflict.
Recent studies have provided empirical evidences about the use of new technologies and their impact on the boundaries between work and family (Ghislieri, Emanuel, Molino, Cortese, & Colombo, 2017; Ghislieri, Gatti, Molino, & Cortese, 2017).
Regarding the implications for the management of human resources in the organizations, our findings suggest that the workload can be crucial in the emergence of undesirable outcomes such as work-family conflict. In addition, the results obtained in this study reinforce findings from previous work suggesting that family conflict can be a risk factor for mental health problems, as well as the emotional exhaustion and other correlates motivational, as job dissatisfaction. However, for protection, so far in many of the organizations in which they operate, reconciliation of work and family life policies have not been implemented. Therefore, it will be essential for precautions organizations to take account of these results in the future promotion of health in the workplace in order to decrease the risk of adverse social and organizational outcomes (Greenhaus, Ziege...)
To intervene and improve the welfare of workers, especially women, is important to take note of the threat posed by own measures offered by organizations with friendly family organizational culture policies. Since such family-friendly policies are usually addressed and adopted by women, have the potential to evaluate the organizational environment to its beneficiaries as stereotyping female and in need of help.
There is general agreement that female stereotypes include the idea that women have less commitment to their careers and are more focused on their families (Benard & Correll, 2010). Therefore, insofar as women may believe that negative professional consequences of using family-friendly policies, will only confirm the same stereotyping that are trying to refute, these will be shown reluctant to use policies designed to help them.
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Received: July 20, 2017; Accepted: October 16, 2017
Este es un artículo publicado en acceso abierto (Open Access) bajo la licencia Creative Commons Attribution, que permite su uso, distribución y reproducción en cualquier medio, sin restricciones siempre que el trabajo original sea debidamente citado.
