Family-supportive organizations and supervisors: : how do they influence employee outcomes and for whom?

• Autores: Maura J. Mills, Russell A. Matthewsb, Jaime B. Henningc, Vivian A. Wood
• Localización: The International Journal of Human Resource Management, ISSN-e 1466-4399, Vol. 25, Nº. 12, 2014, págs. 1763-1785
• Idioma: inglés
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• Resumen

  • In the present study, we examine a model which seeks to specify the process through which work-family supportive organizations and supervisors influence important organizational outcomes, including commitment and performance. Findings indicated that family-supportive organization perceptions are best conceptualized as influencing family-supportive supervisor behaviors, which in turn influence subordinate self-efficacy, subordinate affective commitment to the organization and subordinate perceptions of supervisor work effort. Subordinate self-efficacy and affective commitment were also both found to independently mediate the relationship between family-supportive supervisor behaviors and self-rated performance. Interestingly, the model functioned similarly for employees with and without dependent care responsibilities, indicating that work-family policies and support are important for all employees, regardless of their familial status. Theoretical and practical implications, limitations and future research directions are discussed.