Managerial support, work–family conflict and employee outcomes: an Australian study

Abstract

PurposeDerived from leader–member exchange theory, this study hypothesises the relationships between work–family related managerial support and affective commitment and job satisfaction, and advocates that these relationships are mediated by work–family conflict.Design/methodology/approachThe model was tested in an Australian manufacturing organisation using survey data from employees, using structural equation modelling in Analysis of Moment Structures (AMOS).FindingsThe findings suggest that enhanced work–family related managerial support will decrease work–family conflict, eventually enhancing employees' affective commitment and job satisfaction.Originality/valueThis study provides important insights into the impact of managerial support on improvements in employees' work–family conflict, and, in turn, its impact on affective commitment and job satisfaction, in the Australian context.