Impact of Work-Family Conflict on Organizational Commitment

Arslan Jokhio BBA Student, SZABIST Larkana, Sindh, Pakistan Arslanjokhio@ymail.com

Key Words: Conflict, Work, Family, Work-Family Conflict, Organization, Organizational Commitment.

Abstract
This paper examines the relationship between work-family conflict and organizational commitment. A sample of N=100 employees from the Banking sector were taken for the consideration. The work-family conflict is measured using WFCS; Netemeyer, Boles, and McMurrian, 1996, whereas OCS; Allen and Meyer, 1990 was used to measure the organizational commitment. The results of my research study evidently demonstrated there is moderate significant relation between variables. It is also analyzed that there is less impact between WFC and OC.

1.0 INTRODUCTION
There is continuous change in the organizations as well as individuals life. Meeting all these changes is difficult for both employees and organizations, so there are increasing issues for both employees and organizations as they have to reconcile these matters. These changes create work-family conflicts that have implication for both employee and organization because work family conflict spillover creates disturbance in both domains (work and family). So if family and work life of an employee is disturbed or he has conflicting roles to be performed, then ultimate performance of the employee and organization is affected. So this issue is of great importance for both employee and organization as a whole. Work-family conflict means a inter role conflict which arises due to incompatible roles in work and family domain (Carmeli, 2003). Work-family conflict has two dimensions; work-to-family conflict (WFC) represent workplace issues interfering family (taking work home) and family-to-work conflict (FWC) means home issues interrupt work (e.g. childcare issue at work). Although early researchers might have assumed that the worlds of work and home were separate (Brotheridge & Lee, 2005), countless empirical studies and several review articles examining the work-home interface have documented that the two domains influence, and are influenced by, each other (e.g., Allen, Herst, Bruck, & Sutton, 2000; Bellavia & Frone, 2005; Boyar, Maertz, Person, & Keough, 2003; Byron, 2005; Eby, Casper, Lockwood, Bordeaux, & Brinley, 2005; Ford, Heinen, & Langkamer, 2007; Grandey, Cordeiro, & Crouter, 2005; Huang, Hammer, Neal, & Perrin, 2004; Voydanoff, 2005). This recognition has prompted many researchers to consider at least two directions of conflict or interference, work-to-family (WF) and family-to-work (FW), as they have tried to establish how work and home-domain variables are related to these forms of conflict. In particular, the literature is replete with studies that have been aimed at identifying which types of variables are predictors, mediators, moderators, and consequences in an effort to more fully understand the nature and processes by which work and home domains interact (e.g., Aryee, Srinivas, & Tan, 2005; Bellavia & Frone, 2005; Boyar et al., 2003; Brotheridge & Lee, 2005; Eby et al., 2005).

Therefore, if an employee is experiencing high levels of family-work role conflict, their roles and responsibilities in family life are interfering with the work domain. Meanwhile, because the employee is more committed to the welfare of the family, this will take priority, reducing or minimizing the resources of time and energy being able to be spending in the work domain. Thus, employees who experience high family role conflict should experience less affective commitment to the organization. However, work-to-family conflict occurs when the domain of work interferes with the family demands and vice versa for work-family conflict (Ajiboye, 2008). The rationale for this hypothesis is that, if the employee is experiencing high conflict from either the work or family domain, it will be dependant on the employees calculative commitment levels. The higher the levels of conflict and the higher the number of inducements offered by the organization will result in employee producing extra efforts to ensure their continued employment. The fewer alternatives that are available to the continuance-committed employee, the more dedicated they tend to be (Iverson and Buttgieg, 2008).

2.0 LITERATURE REVIEW

2.1 Work-Family Conflict (WFC)

Work-family conflict means a conflict of work and family interrelated roles. Greenhaus and Beutell (1985) stated that work family conflict occur when contribution in work role creates problems in contribution of family role. He said that work-family conflict could arise from tough time demands, stress originated in one role spillover to other role disturbing the quality of life, and behaviors that were appropriate in one domain but are considered as inappropriate in other domain. When demands from family and work were equally mismatched and meeting demands of one field created difficulties in meeting demands of other field, it led to work-family conflict (Bruke & Greenglass, 1987; Gary, 1991). Work-family conflict resulted in psychological disturbances in employees. Piotrkowski (1979) focused on the psychological and structural interference as working long hours at work will lose employees energy at home. He studied that how the work family conflict and work family facilities affected the mental health of the working adults and explained what was work family fit. According to (Burke, Weir & DuWors, 1980) the

wives of the senior administrators perceived that their husbands occupational demands are affecting their home such as stress on communicating. Impact of work-family conflict was studied among working women in Taiwan and findings showed that work-family conflict was strongly linked with lower job and family satisfaction, greater stress and more severe physical ailments (Lu, 2007). Mental health can be disturbed due to minor differences in the work family understanding. Researchers found consistent positive relationship between long working hours, work load and work-family conflict (Pleck et al., 1980; Keith & Schafer, 1980). Negative affectivity (NA) is an individuals tendency to experience high levels of subjective distress, depression, nervousness, anxiety, and feelings of anger, contempt, disgust, and fear. Stoeva et al. (2002) studied the relationship between NA and work-family conflict among 148 senior civil servants in Hong Kong. NA resulted in job and family stress. Job stress led to workto-family conflict while family stress led to family-to-work conflict. They found that high-NA individuals experience more work-to-family conflict and more family-to-work conflict than lowNA individuals. According to a study conducted in Toronto, Canada, home to work conflict was positively associated with anxiety and depression among employed males and females, and the effects of home-to-work conflict were felt by both males and females, females tend to experience greater anxiety associated with spillover than did men-even after statistically controlling for a range of both non-work-related and work-related conditions and it also revealed that conflict and distress were strongly associated among people with independent jobs, among women with routine jobs and among men in harmful environment (Schieman et al., 2003). National survey of post secondary faculty conducted in 1988 examined the length of workweek and analyzed its relationship to faculty dissatisfaction with work overload. The authors concluded that many professors were dissatisfied due to heavy workload and dissatisfaction increased with long working hours but long hours spent on job also increased research productivity. Faculty did work for long hour because they were expected to increase research productivity. While high level of work-family conflict resulted in low level of performance and decreased family and occupational well being (Kinnunen & Mauno, 1998). These long hours at job, results in work-family conflict. The main challenge is to set potential work standards for employees in academic sector that are well-matched with their family life. Work and family is compatible when work demands and expectations are not excessive. There are two views regarding faculty workload. According to Optimistic view, devotion to work is self-imposed

because they love their work. According to the alternative view, professors feel themselves trapped into excessive institutional and professional expectations (Jacobs & Winslow, 2004). Work-family spillover means the extent to which engagement in one area (family/organizational work) affect the engagement in other area (organizational work/family). There is positive and negative work-family spillover. Various types of work-family conflict and interference are negative spillover (Greenhaus & Beutell, 1985; Small & Riley, 1990). On the other hand, good work-family balance and success (Milkie & Peltola, 1999; Moen & yu, 1999) and resource enhancement were positive established (Kirchmeyer, 1992). Parasuraman and Simmers (2001) studied that how work and family role features affected workfamily conflict. He also studied indicators of psychological well being among males and females workers who are self employed or organizationally employed. In that study, employment type and gender were independent variables. They concluded that as compared to the organizational employees, self employed employees enjoy more self-sufficiency, and flexible working hours which leads to more job involvement and job satisfaction however they also experience more work-life conflict and less family satisfaction. Grzywacz et al. (2002) stated in his research on work-family spillover and daily reports of work and family stress in adult labor force that female workers reported higher level of positive spillover from work to family than did males. They test hypothesis regarding the distribution of work-family spillover by social structural context. Education was only attached with one type of work-family spillover and proved that less rather than more; education was associated with less negative spillover from work to family. In a research conducted on two hundred three teachers to see relationship of work-family culture, work-family conflict, job satisfaction, organizational commitment and Organizational Citizenship Behavior (OCB), Pearson correlations indicated that there was negative relation of OCB and work-family conflict while OCB was positively related with work family culture, job satisfaction and organizational commitment. Work-family culture indicated both organizational commitment and OCB, and that organizational commitment did not settle the relationship between work family culture and OCB. The findings were helpful for schools to foster a positive work-family culture (Bragger et al., 2005).

In order to reduce dissatisfaction and stress resulted from work-family conflict among employees, many factors are identified from the previous researches. According to (Mc-croskey, 1982) work place helped employees to coordinate between work family roles by: 1. Organizational culture: by providing supportive and friendly culture to balance both work and family life of their employees (Mc-Croskey, 1982; Ontario womens directorate, 1991). 2. Supervisor support: as immediate supervisor helps employees to face low level of difficulties by giving less stress in work. Green Berger et al. (1989) demonstrated if immediate supervisor of married mothers with preschool age children are supportive and flexible he/she can provide less strain to them. 3. Family-oriented benefits: according to (Paris, 1989; Raabe & Gessner, 1988) if formal benefits are provided to employees that will help them to coordinate between work-family responsibilities to lower work-family role strain. Family-friendly policies and increased organizational support help working women to manage work family conflict and their health outcomes.

Person-environment fit revealed that good fit of individual within organizational culture resulted in less work-life conflict and more employees satisfaction (Chatmans, 1991). Values determined the meaning that work holds for individuals, so the critical component of employee experience at work was the degree to which their work organization helped or hindered individual value attainment. Work family facilities are protective factors which eliminate the affect of work family conflict on mental health of adults and it is when work family facilities are higher than the work family conflicts (Piotrkowski, 1979). The use of family-friendly policies, number of hours worked per week, and supervisor support were predictive of work-family conflict (Frye & Breaugh, 2004). Significance of work-life conflict has been proved from previous researches that work-life conflict is present in most situations than do family-work conflict and work domain is found to be major determinant of the work life conflict so employer must be aware of the practices and issues which might lead to such conflict. Warner (2005) stated the work life conflict was more significant.

2.2 Organizational Commitment:

The construct of organizational commitment (OC) has been conceptualized in a variety of fashions. The bulk of research related to OC can be viewed in terms of attitudinal versus behavioral conceptualizations. Porter et al, (1974) defined organizational commitment as the relative strength of an individuals identification with and involvement in a particular organization (Porter et al., 1974). Meyer and Allen (1984) later used the term affective commitment (AC) to describe an employees emotional attachment to an organization because of a belief and identification with the organizations goals. The concept of organizational commitment has been treated as a variable of interest in its own right and a variety of definitions and measures have been proposed (Mowday et al., 1982; Meyer et al., 1998). The concept has attracted more attention recently from organizational scientists, perhaps due to changes taking place in employment practices that have arisen from the international employment marketplace and increased alternatives for skilled employees in a global economy (Sullivan and Arthur, 2006). Organizational commitment has received a great deal of attention from organizational behaviorists (e.g. Allen and Meyer, 1990; Mowday, 1998). In sales and marketing it is considered an important central construct in understanding salesperson behavior (Brown and Peterson, 1993; Singh et al., 1996). By understanding commitment, practitioners will be in a better position to anticipate the impact of a particular policy or practice on the organization (Meyer and Allen, 1997; Bergmann et al., 2000). OC is a subjective measure that captures employees perceptions of their identification with their organizations core values, their intent to stay with their organization, and their willingness to exert more effort than expected by their organization (Mowday et al., 1979). Continuance commitment refers to the commitment employees experience towards the organization because of investments they have made or because of the costs associated with leaving the organization (Dipboye et al., 1994; Mathieu and Zajac, 1990). This form of commitment develops when employees realize that they have accumulated investments they would lose if they left the organization or because their alternatives are limited. The difference between affective commitment and continuance commitment is that employees high in affective commitment stay with the organization because they want to, while employees high in continuance commitment stay because they have to (Meyer et al., 1990). Meyer and Allen (1991) have identified a third dimension of organizational

commitment, which they describe as normative commitment. This form of commitment concerns a feeling of (moral) obligation to remain in the organization. What these three dimensions have in common is that they all indicate the extent to which employees are willing to remain in an organization. Organizational commitment is essential for reaching such challenging goals (Klein et al., 1999) as these goals require more effort and typically have lower chances of success than are easy goals (Latham, 2007). Organizational commitment has been conceptualized as a psychological state or mindset that binds individuals to a course of action relevant to one or more targets, and a willingness to persist in a course of action (Cooper-Hakim and Viswesvaran, 2005). Porter et al. (1974) defined commitment as a strong belief in and acceptance of the organizational goals, willingness to exert considerable effort on behalf of the organization and a desire to maintain organizational membership. As such, commitment is different from motivation in that commitment influences behavior independently of other motives and attitudes, and may lead to persistence to a course of action even if this conflicts with motives (Meyer et al., 2004; Meyer and Herscovitch, 2001). One aspect of commitment consideration is rooted in terms of exchange or reward-cost notions where the emphasis is on the bargaining between the individual and the organization: the more favorable the exchange, the greater the individuals commitment to the organization (Becker, 1960). Interest in organizational commitment has been stimulated largely by its demonstrated positive relationship to work behaviors such as job satisfaction, high productivity, and low turnover (Cohen, 2003), but the field has not conducted enough studies outside the Western countries (Lee et al., 2001; Meyer et al., 2002). Herscovitch and Meyer (2002) defined organizational commitment as the degree to which an employee identifies with the goals and values of the organization and is willing to exert effort to help it succeed. The issue of organizational commitment within both private and public sector organizations has, generally, received significant research focus over the past 25 years (Meyer and Allen, 1997; Mowday, 1998; Hope, 2003). In addition, organizational commitment is viewed as an attitude of attachment to the organization by an employee, which leads to particular job-related behaviours such as work absenteeism, job satisfaction, turnover intensions, organizational citizen behaviours, work motivation and work performance. OC is an exchange agreement between individuals and the organization (Coopey, 1995). OC is an essential element of employees PC, which may be understood within the motivational processes of social exchange theory and the norm of reciprocity. Organizational commitment is

of considerable interest to psychologists because there is strong evidence of links between high levels of commitment and favorable organizational outcomes. It is a form of psychological contract, which employees make in response to the benefits provided by the organization (Angle and Perry, 1983).

2.3 Work-Family Conflict (WFC) and Organizational Commitment (OC):

Work-family conflict has become an important issue in the determination of organizational commitment. In recent years, there has been an increase in competitive pressures on organizations to increase productivity and an increase in time demands on the workforce, leaving less time available for the employees to be with their families. Moreover, the workforce composition has changed in recent years, with an increase in women in the workplace and there has been an increase in men being involved in family life (Cardson, 2005). Dual income couples and an increase in single parenting are now becoming the norm of todays society. Work-family role conflict has been defined as a form of inter-role conflict in which role pressures from the work and family domains are mutually incompatible in some respect (Flippo, 2005). The conflict occurs when the employee extends their efforts to satisfy their work demands at the expense of their family demands or vice versa (Cole, 2004). Conflict could arise from work interfering with the family life, such as working overtime to meet demands of the job or from family demands when there is illness with a family member. A significant amount of researches have concluded that work-family conflict and family work conflict are related but distinct constructs (Ajiboye, 2008). Workfamily conflict is primarily caused by excessive work demands and predicts negative family outcomes, whereas family-work conflict is primarily determined by family demands and predicts negative work outcomes (Adebola, 2005). In the recent times, arguments on work-family role conflict as it affects workers` behaviour at workplace pervade the existing literature. Various researchers had investigated the relationship between work-family role conflict and organizational efficiency and productivity. In most of these studies, it was found that a significant relationship exist among work-family role conflict and managerial efficiency of the managers (Popoola, 2008; Akinjide, 2006; Collins and George, 2004; Akinboye, 2003). Similarly, Poele (2003) reported that efficiency in managing organizational resources for results could be better guaranteed when various variables other than

one, such as leadership style, self-efficient, personality, workfamily role conflict, job satisfaction and motivation are jointly combined by the managers in work organizations. The finding of the study is very unique in establishing the relevance of work-family conflict as an important factor in the consideration of effective management of organizational resources for results. Organizational commitment has become one of the most popular work attitudes studied by practitioners and researchers (Allen and Meyer, 2000). One of the main reasons for its popularity is that organizations have continued to find and sustain competitive advantage through teams of committed employees. Meyer et al. (2000) have found that committed employees are more likely to remain with the organization and strive towards the organizations mission, goals and objectives. Organizational commitment is defined as the degree to which the employee feels devoted to their organization (Spector, 2000). Further research into this variable has concluded that commitment is a diverse construct. Akintayo (2006) posited that there is general acceptance that organizational commitment has three main facets: affective, continuance, and normative, each with its own underlying psychological states. Affective commitment refers to the emotional bond and the identification the employee has with the organization. For the employees, the positives include enhanced feelings of devotion, belongingness, and stability (Meyer et al., 2003). Continuance (economic/calculative) commitment refers to what the employee will have to give up if they have to leave the organization or in other terms, the material benefits to be gained from remaining. Employees whose primary link to the organization is based on continuance commitment remain with the organization because they feel they need to do so for material benefits (Meyer et al., 2003). Therefore, if the employees believe that fewer viable alternatives are available their continuance commitment will be stronger to their current employer. Lastly, normative commitment or moral commitment (Jaros et al., 2004) reflects a feeling of obligation to continue employment. Employees with a high level of normative commitment feel that they ought to remain with the organization (Bentein et al., 2005). Reflecting on organizational commitment and managerial efficiency of the managers, reports of some researchers (Akintayo, 2006; Ciarrochi et al., 2001; George, 2000, Tsui et al., 1992) revealed that organizational commitment has significant influence on managerial efficiency of the managers. The researchers submitted that, organizational commitment is expected to moderate the relationship between work-family role conflict, working environment and job

satisfaction, and the relationship between work-family role conflict and job performance. Adekola (2006), Ajaja (2004) and Williams and Warrens (2003) conducted researches on assessment of gender differences in burnout at workplace, work-family role conflict and managerial efficiency of the managers. Their findings revealed that the role conflict experienced by the managers resulting from work-family role interface has deleterious effects on their performance effectiveness. Also, female managers are less effective in managing organizational resources than male managers based on work-family role conflict. This is possibly because female managers tend to experience workfamily role conflict than the male managers do. This finding still requires further empirical verification. Further still, literature reveals that the negative effect of work-family role conflict on work attitude may be moderated by several variables (Martins et al., 2002). In these studies, emotional intelligence is expected to moderate the relationship between work-family role conflict and job satisfaction, and the relationship between work-family role conflict and career commitment. George (2000); Tsui et al. (1992) posit that family interference with work may have some negative consequences on the extent which employees will be satisfied with their works and committed to their career. In essence, it can be deduced that, emotionally intelligent individuals are likely to have the ability to control such interferences or at least moderate them to an accepted level. On the basis of this logic, conflict and job satisfaction are expected to exhibit a reasonable level of correlation. The response to this assertion has been two ways. Existing literature suggests two hypotheses concerning gender differences in domain sources conflict: domain flexibility and domain salience. The domain flexibility hypothesis predicts that the work domains are greater sources of conflict than the family domain for both men and women. The domain salience hypothesis predicts that the family domains are greater sources of conflict for men than the work domain (Lzaeli, 1993). Evans and Bartolome (1999) claim that the work domain is less flexible, so work affects family life more than the reverse and there is no gender difference. But for Cooke and Roussoau (1994) conflict is greater from the domain that is more salient to the persons identity. Therefore, women will experience more conflict from the family domain and men from the work. Ajaja (2004) noted that women might experience more role conflict as a result of simultaneity of their multiples roles. Research evidences revealed that associated with gender are some family domain pressures like the effects of the presence of young children (Ciarrochi et al., 2001), spouse time in paid work, (Akinjide, 2006; Poele, 2003) and work domain pressures like

number of hours worked per week (Akinboye, 2003) are gender differences associated with work-family role conflict. However, Pleck et al. (1990) discovered that specific conditions that contribute most to the workfamily (WFC) conflict were: excessive working hours, scheduling incompatibilities, and physically/psychologically demanding duties that cause fatigue and irritability. Thus, husband (men) were more likely than wives (women) to report WFC caused by excessive work time whereas the wives (women) more than husband (men) were more likely to report WFC caused by schedule incompatibilities. The authors submit that work and family boundaries are asymmetrically permeable and that gender differences exist with regard to this has been debunked. According to this research finding, family boundaries, in that demands of the work role, are more likely to invade ones family roles than vice versa. Thus, no gender differences were found in the pattern of asymmetry. Similarly, Drago (2002) had predicted that women, because of responsibilities in the household, would have greater interferences from family to work than men; and that men, because of a string world allegiance, would have greater interferences from work families than women. In other studies, Popoola (2008) and Collins and George (2004) on women heading one- parent families reported conflict somewhat less often than women; or men in two-parent families, parent reported more conflict than childless couples and parent with school- age children. The literature reviewed for the purpose of this study revealed that extensive research work had been conducted to measure the relationship among work-family role conflict, job satisfaction, managerial efficiency and productivity.

2.4 Research Model:

The proposed relationship among the variables:

Work-Family Conflict

Organizational Commitment

2.5 Hypothesis
H0: WFC is not related with OC.

H1(a): WFC is positively related with Affective OC. H1(b): WFC is negatively related with Affective OC.

H2(a): WFC is positively related with Normative OC. H2(b): WFC is negatively related with Normative OC.

H3(a): WFC is positively related with Continuance OC. H3(b): WFC is negatively related with Continuance OC.

3.0 Methodology
3.1 Sample I solicited 38 male and 34 female Bank employees from Al-Habib Bank, Muslim Commercial Bank, and United Bank Limited Larkana, with an age range of 20 to 50 years and mean age of 30 years. I distributed a total of 100 packets with two scales (see below) to 100 Bank employees. All the scales were selfadministered.

3.2 Instruments 1. Work-Family Conflict Scale (WFCS; Netemeyer, Boles, and McMurrian, 1996). This is a 10item scale that measures work-family conflict and family-work conflict. Both these scales are composed of five items each. Each item is measured on a 5 point Likert type scale, with 1 representing strongly agree and 5 representing strongly disagree. The scale has high reliability ( = 0.808). 2. Organization Commitment Scale (OCS; Allen and Meyer, 1990). This scale measures organizational commitment and consists of 24items. Eight items each measure affective, normative, and continuance commitment and responses are made on 5-point Likert-type scale with 1 representing strongly agree and 5 representing strongly disagree. The scale has high construct and content validities (Allen & Meyer, 2000).

3.3 Procedure All respondents were approached through personal contacts and Bank managers. After briefly explaining the nature of the study, I asked each participant for voluntary consent. Those who declined did not become part of the study. Both scales were self-explanatory, however if clarifications were needed they were given at that time or later on if the need arose. The scales were selfadministered and completed at respondents leisure. Some were collected at the time of meeting, while others later after the participant had completed them. Issues pertaining to familywork conflicts were addressed in the meeting and if the participants needed clarifications they were given.

5.0 Limitations
As banking sector is growing in a rapid speed in Pakistan, which brings difficulty for its employees to handle extra work, not related with their job. So, as I went and conducted the survey I found one major problem that employees were not interested in filling the questionnaires. Banking sector have this problem since the employees in banks have more work load than expected.

6.0 Conclusion
Purpose of this research was to find out the impact of WFC on OC, and it is analyzed that there is moderate significant relation between variables. It is also analyzed that there is less impact between WFC and OC.

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