Premium
Work–family conflict and social undermining behaviour: An examination of PO fit and gender differences
Author(s) -
Scott Kristin L.,
Ingram Amy,
Zagenczyk Thomas J.,
Shoss Mindy K.
Publication year - 2015
Publication title -
journal of occupational and organizational psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.257
H-Index - 114
eISSN - 2044-8325
pISSN - 0963-1798
DOI - 10.1111/joop.12091
Subject(s) - belongingness , psychology , social psychology , perception , attribution , perspective (graphical) , work–family conflict , sense of community , work (physics) , mechanical engineering , artificial intelligence , neuroscience , computer science , engineering
In this study, we develop and test a novel theoretical model that addresses the relationship between work–family conflict ( WFC ), sex, PO fit perceptions ( PO fit) and social undermining behaviour. Drawing on the source attribution perspective and role theory, we hypothesize that WFC is positively associated with social undermining behaviour at a later point in time and this relationship is explained in part by diminished PO fit perceptions. Furthermore, we argue that female employees reporting high levels of WFC are more likely to engage in undermining behaviour relative to men when PO fit is considered as a mediating variable. Specifically, we assert that PO fit is depleted to a larger extent for female than for male workers and, subsequently, is associated with higher levels of undermining behaviour. In a sample of over 300 full‐time working adults employed across a variety of occupations, we found support for each of our predictions. Implications for research and practice are addressed. Practitioner points Work–family conflict contributes to co‐worker‐directed social undermining behaviour because it weakens person–organization fit perceptions – especially among women. Organizational leaders can create a stronger sense of community among employees, offer avenues for support as well as resources that can help workers cope with the difficulties associated with WFC . Leaders implementing interventions should try to maintain a sense of ‘fit’ and belongingness within the organization and let workers know they are valued even in the face of high levels of work‐related demands and challenges.