Drawing from the work-home resources model and the social support literature, the present study investigated how organizational engagement climate influences employees’ work-to-family conflict by examining resource generation and resource depletion mechanisms. Using a sample comprised of 2415 employees from 280 Chinese organizations, we found that organizational engagement climate was negatively related to employees’ work-to-family conflict via work engagement, and simultaneously, positively related to employees’ work-to-family conflict via work time. Additionally, our findings suggested that high level of supervisory support strengthened the organizational engagement climate-work engagement relationship. We discussed the theoretical and practical implications, as well as the limitations and suggestions for future research.
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This work was supported by National Natural Science Foundation of China (Project NO. 71422014).
Conflict of Interest
The authors, Yifan Jiang, Qiong Wang, and Qingxiong Weng declare that there is no conflict of interest to disclose.
All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards.
Informed consent was obtained from all individual participants included in the study.
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Jiang, Y., Wang, Q. & Weng, Q. Contextual resource or demand? The effects of organizational engagement climate on employees’ work-to-family conflict. Curr Psychol 41, 1868–1880 (2022). https://doi.org/10.1007/s12144-020-00689-1
- Organizational Engagement Climate
- Work-to-Family Conflict
- Work Engagement
- Supervisory Support
- the Work-Home Resources Model