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Human Resource Management 2010

Cross‐cultural differences on work‐to‐family conflict and role satisfaction: A Taiwanese‐British comparison

Luo Lu1; Cary L. Cooper2,3,4,5; Shu‐Fang Kao1,6; Ting‐Ting Chang7; Tammy D. Allen8; Laurent Lapierre9; Michael P O'Driscoll10; Steven Poelmans11,12; Juan I. Sanchez13; Paul E. Spector8

1 National Taiwan University · 2 Zhejiang Academy of Social Sciences · 3 British Association for Counselling and Psychotherapy · 4 Academy of Social Sciences · 5 Lancaster University · 6 Hsuan Chuang University · 7 Lunghwa University of Science and Technology · 8 University of South Florida · 9 University of Ottawa · 10 University of Waikato · 11 IESE Business School · 12 Universidad de Navarra · 13 Florida International University

Abstract

The aim of this research was to explore relations between work and family demands and resources, work‐to‐family conflict (WFC), and work and family outcomes in a cross‐cultural comparative context involving Taiwanese and British employees. Two‐hundred and sixty‐four Taiwanese employees and 137 British employees were surveyed using structured questionnaires. For both Taiwanese and British employees, work and family demands were positively related to WFC, whereas work resources were negatively related to WFC. Furthermore, WFC was negatively related to family satisfaction. More importantly, we found that nation moderated relationships between work resources and WFC, WFC and work, and family satisfaction. Specifically, work resources had a stronger protective effect for Taiwanese than British in reducing WFC, whereas WFC had a stronger detrimental effect on role satisfaction for British than Taiwanese. It is recommended that both culture‐general and culture‐specific effects should be taken into consideration in designing future WFC research and familyfriendly managerial practices.

DOI
10.1002/hrm.20334
Sources
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