 Work–Family Conflict and Employee Commitment: The Moderating Effect of Perceived Managerial SupportClive Malietso Mukanzi and Thomas Anyanje Senaji SAGE Open, 2017, vol. 7, issue 3, 2158244017725794 Abstract: This study aimed at investigating the relationship between work–family conflict (work-to-family conflict [WFC] and family-to-work conflict [FWC]) and employee commitment (EC) in banking institution in Kenya. Furthermore, the study focused on exploring the moderating effect of perceived managerial support (PMS) on the relationship between work–family conflict and EC. This study was a cross-sectional survey of 334 employees working in banking institutions where data were collected using self-reported questionnaires. We found that WFC had a positive relationship with affective commitment (AC), continuance commitment (CC), and normative commitment (NC); and that PMS and gender significantly moderated the relationship between WFC and FWC and construct of EC. The moderating effect of PMS is explored to further elaborate on the relationship between work–family conflict and EC. This study provides valuable insights into the work–family conflict among employees with family responsibility in the banking institution. Applied implications for managers are suggested to minimize the WFC and FWC to ensure better work–life balance among employees. The study also contributes to the existing work–family conflict literature. Keywords: work–family conflict; employee commitment; perceived managerial support (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:sagope:v:7:y:2017:i:3:p:2158244017725794 Access Statistics for this article More articles in SAGE Open |
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