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When workplace family-support is misallocated: effects of value congruence and fairness perceptions on supervisor family-support

Published online by Cambridge University Press:  15 July 2021

Lisa W. Sublett Open the ORCID record for Lisa W. Sublett [Opens in a new window] ,
Lisa M. Penney  and
Cody Bok
Lisa W. Sublett*
Affiliation:
Department of Clinical, Health and Applied Sciences, College of Human Sciences and Humanities, University of Houston-Clear Lake, Houston, Texas, USA
Lisa M. Penney
Affiliation:
Department of Management, College of Business, University of South Florida, Sarasota-Manatee, Sarasota, Florida, USA
Cody Bok
Affiliation:
JPMorgan Chase & Co., Westerville, Ohio, USA
*
Author for correspondence: Lisa W. Sublett, E-mail: [email protected]
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Abstract

To better manage our work demands and family demands, we often erect mental or physical ‘boundaries’ to help manage our experiences. However, preferences for preserving these boundaries differ across individuals (e.g., some individuals may prefer to segment work/family roles, while others may prefer to integrate these roles) and employees may not always have similar preferences/values as their supervisors. Applying a resource framework from the job demands-resources model (JD-R; Bakker & Demerouti, 2007), we explicate the process through which supervisor–employee value congruence reduces work–family conflict, when supervisors provide valuable emotional and instrumental resources through family-supportive supervisor behaviors (FSSB). Furthermore, we find evidence that supervisors can demonstrate adequate FSSB even when having incongruent values with employees by fairly allocating and individually tailoring family-support. With a diverse sample of 815 staff members from four southern US universities, we conduct mediation and moderation analyses to test our hypotheses.

Keywords

Fairness perceptionsfamily-supportive supervisor behaviorssegmentation strategiesvalue congruence
Type
Research Article
Information
Journal of Management & Organization , First View , pp. 1 - 17
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2021

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