A study of work‐family conflict, family‐work conflict and the contingent effect of self‐efficacy of retail salespeople in a transitional economy

Abstract

PurposeThe present study aims to contribute to the growing cross‐national body of literature on work‐family conflict (WFC) and family‐work conflict (FWC) issues by examining the interrelationship of these constructs with other variables in the context of a transitional economy.Design/methodology/approachData were collected using self‐report questionnaires distributed to retail salespeople in Hungary. Hypothesis tests were conducted using structural equation modeling.FindingsThe results revealed that WFC is strongly related to job stress, while FWC is not, and that job stress fully mediates the effect of WFC on turnover intentions. It was also found that self‐efficacy, as a moderator, heightened the positive effect of WFC on job stress, but attenuated the effect of FWC.Research limitations/implicationsFuture research could examine both the deleterious and beneficial effects of role identity spillover and include additional psychological work outcomes beyond turnover intentions. Assessing the impact of collective efficacy in addition to individual self‐efficacy is also warranted in future studies conducted in transitional economies, especially those with collectivistic cultures.Social implicationsThe authors' evidence that WFC is more strongly related to job stress than FWC underscores the need for retailers to implement progressive policies to create supportive work environments, which can reduce WFC and FWC. The finding of the contingent effect of self‐efficacy also has important implications for recruiting and training practices of retailers operating in transitional economies.Originality/valueThis study is among the first to compile the multiple theoretical rationales for the moderating effect of self‐efficacy and empirical evidence that it operates in opposite ways relative to WFC and FWC.