Article

Workfamily Conflict, Familywork Global Business Review

18(2) 524536
Conflict and Intention to Leave the 2017 IMI
SAGE Publications
Organization: Evidences Across Five sagepub.in/home.nav
DOI: 10.1177/0972150916668696
Industry Sectors in India http://gbr.sagepub.com

Nimitha Aboobaker1
Manoj Edward1
Pramatha K.P.1

Abstract
With the attrition rates across different industry sectors likely to rise to up to a global high of 20 per cent
by 2017 in India, organizations are finding it harder to understand its antecedents and thus devise and
employ new strategies aimed at retaining their employees. Very few studies have tried to understand the
dynamics of workfamily conflict and its relationship with turnover intention in a collectivistic society
like India. This research study is aimed at understanding the strength of relationship between employees
workfamily conflict and familywork conflict and their intention to leave the organization. The total 150
sample respondents comprised of 30 employees each from five different industry sectorsbanking, IT
(software development), IT-enabled services, insurance and telecom. Data were collected using Carlsons
measure of workfamily conflict and Mobleys turnover intention scale. Results revealed that time-
based and strain-based conflict showed the highest correlations with turnover intention, with variations
across different industry sectors. Multiple regression model predicted R square of 0.403, explaining 40.3
per cent of variance in turnover intention (dependent variable), by workfamily conflict and family
work conflict (independent variables). Familywork conflict contributed more to turnover intention,
than workfamily conflict. Interesting relationships between different demographic factors and
variables under study are discussed.

Keywords
Workfamily conflict, familywork conflict, turnover intention, banking, IT and ITES, insurance and
telecom, India

1
School of Management Studies, Cochin University of Science and Technology, Cochin, Kerala, India.

Corresponding author:
Nimitha Aboobaker, Senior Research Fellow, School of Management Studies, Cochin University of Science and Technology, Cochin
682022, Kerala, India
E-mail: nimis540@gmail.com
Aboobaker et al. 525

Introduction
Human resources constitute the vital assets of an organization. In todays dynamic business environment,
employees have to deal with issues like phenomenal rate of growth in merger and acquisitions,
complexities in coordinating worldwide operations, relentless pressure to innovate, dealing with new
organizational structures, evolution of new managerial roles, changing patterns of psychological contract
and employee attitudes and lopsided worklife balance. All these have resulted in various dysfunctional
individual, social, organizational and cultural consequences (Allen et al., 2000; Beutell, 2010; Frye &
Breaugh, 2004; Rajadhyaksha & Ramadoss, 2010; Rathi & Barath, 2013; Wesley & Muthuswamy,
2005). Workfamily conflict (WFC) is on the rise, ensuing in negative consequences especially in Asian
collectivistic societies like India. WFC occurs when demands from one role affects ones ability to meet
the demands associated with another role in another domain. The nature and direction of WFC, when
work interferes with family and family interferes with work, results in employees experiencing higher
stress. Consequently workfamily symmetry is a critical business strategy, aimed at improving employee
well-being and thus positive organizational outcomes.

Review of Literature
Work and family have become more and more antagonist poles, demanding equal amounts of energy,
time and responsibility. WFC has been defined as a form of inter-role conflict in which the role pressures
from the work and family domains are mutually incompatible in some respect (Greenhaus & Beutell,
1985; Thompson, Beauvais, & Lyness, 1999). Kahn et al. (1964) define WFC as a form of inter-role
conflict in which the role pressures from the work and family domains are mutually incompatible in
some respect WFC occur when the demands of work comes in conflict with the time or consideration
given to the family. Various workplace factors like total working hours, over time requisites, inflexible
work schedules, unaccommodating peers and an uncongenial organizational culture create conflict
between the work and family roles (Baral, 2010; Bardoel, Cieri, & Santos, 2008; Carlson, Kacmar, &
Williams, 2000; Chandra, 2010; Hsieh et al., 2005; Haar, 2004; Rathi & Barath, 2013; Thomas &
Ganster, 1995; Wesley & Muthuswamy, 2005). Modern day workplace is characterized by long working
hours, shorter deadlines, higher competition, lesser holidays and leaves, frequent tours and job transfers.
Similarly, familywork conflict (FWC) arises out of inter-role conflicts between family and work and
results in lower life satisfaction and greater internal conflict within the family unit.
Conceptually, conflict between work and family is bi-directional. Studies differentiate between WFC
and FWC (Boyar et al., 2007; Carlson et al., 2000; Gutek, Searle, & Klepa, 1991; Hill et al., 2001;
Netemeyer, Boles, & McMurrian, 1996). WFC occurs when experiences at work interfere with family
life, such as asymmetrical or rigid work hours, work overload and other forms of job stress, interpersonal
conflict at work, extensive travel, career transitions, unaccommodating supervisor or organization
(Greenhaus et al., 1989). FWC occurs when experiences in the family impede with work life such as
presence of young kids, elder care responsibilities, interpersonal divergence within the family entity,
uncooperative family members (Haar, 2004; Hsieh et al., 2005; Kinnunen & Mauno, 2007; Luk &
Shaffer, 2005; Valk & Srinivasan, 2011; Wesley & Muthuswamy, 2005; Yu Ru Hsu, 2011).
Researchers consider different forms of WFC: (a) time-based conflict, (b) strain-based conflict and
(c) behaviour-based conflict (Carlson et al., 2000; Greenhaus & Beutell, 1985; Kinnunen & Mauno,
2007; Luk & Shaffer, 2005; Rajadhyaksha & Velgach, 2009; Zhang et al., 2012). Time-based conflict
occurs when the amount of time spent in one role takes away from the amount of time available for the
526 Global Business Review 18(2)

Figure 1. Dimensions of Workfamily Conflict

Source: Carlson, Kacmar and Williams (2000).

other role. Work-related time conflict is typically based on the number of hours that an individual spends
at work, inclusive of the time spent in commuting, over time and shift work. Family-related time conflict
involves the amount of time spent with family or dealing with family members detracting from time that
could be spent at work (Greenhaus & Beutell, 1985). Strain-based conflict occurs when the strain (or
stressors) experienced in one role, makes it difficult to effectively and efficiently perform the other
role (Alsam et al., 2013; Boyar et al., 2008; Greenhaus & Beutell, 1985; Trachtenberg, Anderson, &
Sabatelli, 2009). Work-related strain is related to strenuous events at work, resulting in fatigue or
depression, role ambiguity etc. Family-based strain conflict primarily occurs when spousal career and
family expectations are not in congruence. Each of these three forms of WFC has two directions: (a)
conflict due to work interfering with family and (b) conflict due to family interfering with work. When
these three forms and two directions are combined six dimensions of WFC result: (1) time-based WFC;
(2) time-based FWC; (3) strain-based WFC; (4) strain-based FWC; (5) behaviour-based WFC and (6)
behaviour-based FWC (Figure 1).
Many prominent researchers have associated WFC with numerous negative outcomes: domestic
violence, poor physical activity, poor eating habits, poor emotional health, excessive drinking, substance
abuse among women, decreased marital satisfaction, decreased emotional well-being and neuroticism
(Grzywacz et al., 2007; Kinnunen & Mauno, 2007; Luk & Shaffer, 2005; Powell & Greenhaus, 2006;
Rajadhyaksha & Ramadoss, 2010; Rajadhyaksha & Velgach, 2009; Zhang et al., 2012). Conflict between
work and family is associated with increased occupational stress and burnout, intention to quit the
organization, lower health and job performance, low job satisfaction and performance, high absenteeism
rates, reduced career commitment, increased psychological distress, increased parental conflict and
marital distress, increase in child behaviour problems and poor parenting styles and lower satisfaction
with parenting (Frone, Russell, & Cooper, 1992; Higgins, Duxbury, & Irving, 1992; ODriscoll, Ilgen, &
Hildreth, 1992; Parasuraman et al., 1989).
Turnover intention or intention to leave is defined as an employees decision to leave an organi-
zation voluntarily (Mobley, 1977), identified as the immediate precursor for turnover behaviour. Studies
have revealed that WFC has harmful consequences like low job and life satisfaction, higher job and life
stress, low organizational commitment and increased intention to turnover (Cohen, 1993; Haar, 2004;
Aboobaker et al. 527

Post et al., 2009). Another study found that both WFC and FWC were positively related to turnover
intentions (TOIs), implying that both work and family issues may persuade employees to search for
employment elsewhere (Allen & Armstrong, 2006).

Statement of Problem and Proposed Model

Modern day business environment has placed relentless pressure upon the employees to put in more
and more effort towards organizational purposes. Of the many subsequent individual, organizational and
cultural consequences, WFC is an imperative outcome, which has invariably lead to higher stress, both
at work and family. As a result, employees suffer higher levels of burnout, lower job satisfaction, lower
organizational commitment and higher intention to quit. This research study is aimed at understanding if
WFC and FWC significantly contribute to higher intentions to leave the organization. The study aims
to identify WFC and FCW in different industry sectors and thus make a comparison on strength
of the relationship across different sectors, also taking into consideration different demographic factors.
The proposed theoretical model is as depicted in Figure 2.

Objectives of the Study

To identify the relationship between WFC and turnover intention.
To examine the relationship between FWC and turnover intention.
To investigate the relationship between WFC, FWC, TOI and different demographic factors of
concernage, gender, marital status, occupation and level in the organization.
To identify the most significant factor that contributes towards turnover intention of employees.

Figure 2. Conceptual Model of the Study

Source: Prepared by the Authors.
528 Global Business Review 18(2)

Significance of the Study

WFC is a form of inter-role conflict where the role pressures from each domain are mutually incompatible
in some sort. Most of the empirical studies have been conducted in Western societies. Very few studies
have been carried out to understand the influence of WFC and FWC on an employees intention leave
the organization, especially with reference to a collectivistic society like India. It would also be
worthwhile to understand how different dimensions of WFC vary between different industry sectors and
also across different demographic factors like gender, age, marital status, occupation and level of job
position in the organization. This research study is aimed at exploring the same.

Methodology

Overview of Sample and Procedures

The study is descriptive in nature and an attempt is made to understand the relationship between WFC,
FWC and turnover intention, among a cross section of employees in the banking, IT, IT-enabled services,
insurance and telecom sectors. Self-reporting questionnaires were used to collect the data with sample
size of 150 respondents, selected by following the non-probabilistic purposive and convenience sampling.
Thirty respondents were taken from each type of organization. An online version of the same questionnaire
was also sent to respondents who could not be easily contacted. Table 1 presents the demographic
characteristics of the 150 participants.

Measures
Standardized instruments were used for measuring WFC, FWC and turnover intention. Responses were
rated on a 5-point Likert scale with anchors(1) strongly disagree to (5) strongly agree.

Workfamily Conflict (WFC) and Familywork Conflict (FWC): WFC and FWC items were
adapted from David S. Carlson et al. (2000) and it consisted of 18 items. The Cronbachs alpha
coefficient of the 18 items instrument was found to be 0.904 (Table 1).

Table 1. Demographic Profile of the Respondents

Variable Value Frequency Percentage

Gender Male 81 54
Female 69 46
Age group 2025 years 36 24
3135 years 49 32.6
3640 years 21 14
>40 years 10 6.6
Job position Beginner 46 30.66
Middle level management 56 37.33
Executive manager 19 12.66
Top level management 29 19.33
Source: Prepared by the authors.
Aboobaker et al. 529

Turnover Intention (TOI): TOI was measured using Mobleys turnover intention scale (1977)
and it consisted of three items. The Cronbachs alpha coefficient of the 3 item instrument was
found to be 0.872 (Table 2). Both the scales comply with internal reliability according to Nunnallys
(1978) 0.7 criterion. KMO measure of sampling adequacy (Table 3) showed a higher value of
0.736.

The data were analyzed using IBM SPSS 20.0. Descriptive statistics (frequency distributions, means
and standard deviations) were used to develop the profile of the respondents and to summarize the
variables. Cronbachs alpha coefficients were also computed to assess the reliability of WFC, FWC and
TOI. To better understand the effects of WFC and FWC on TOI, multiple regression analysis was
performed. For understanding the effect of the demographic variables like age, gender, occupation type,
marital status and level in the organization, different statistical tests like t-test and analysis of variance
(ANOVA) were used.

Results
Test of correlation between total conflict score and turnover intention score (Table 4) reveal that both are
significantly correlated with each other (Pearson correlation coefficient = 0.585).

Table 2. Reliability Analysis of Scale Items

Scale Cronbachs Alpha No. of Items

Workfamily conflict scale 0.904 18
Turnover intention scale 0.872 3
Source: Prepared by the authors.

Table 3. KMO and Bartletts Test of Sampling Adequacy

KMO and Bartletts Test
KaiserMeyerOlkin Measure of Sampling Adequacy 0.736
Approx. chi-square 2096.647
Bartletts test of sphericity Df 153
Sig. 0.000
Source: Prepared by the authors.

Table 4.Correlation between Workfamily Conflict and Intention to Leave the Organization
Correlations
Intention to Leave Total Conflict
Pearson Correlation 0.585** 1
Total conflict Sig. (2-tailed) 0.000
N 150 150
Source: Prepared by the authors.
Note: **Correlation is significant at the 0.01 level (2-tailed).
530 Global Business Review 18(2)

Table 5 represents Pearsons correlation between WFC, FWC and TOI. It is found that WFC and FWC
are positively correlated with TOI. The correlation between total WFC and TOI was to be found positively
significant with correlation coefficient of 0.451 and the correlation between total FWC and TOI was
found to be positively significant with correlation coefficient value of 0.589, thus proving hypotheses H1
and H2.
Table 6 represents the Pearson correlation between different dimensions of WFC and FWC and TOI.
It was found that time WFC, time FWC, strain WFC, strain FWC and behavioural FWC are positively
correlated to TOI in banking, IT, IT-enabled services, insurance and telecom organization. The correlation
between time WFC and TOI found positive significant with value of 0.332. The correlation between
strain WFC and TOI found positive significant with value of 0.404, the correlation between behaviour
FWC and TOI found positive significant with value of 0.369. Intention to leave to has highly correlated
with time FWC and strain FWC significant with value of 0.567. Negative correlation was found between
behavioural WFC and intention to leave significant with value 0.240.
Table 7 reveals that strain-based conflict is the most highly correlated dimension of WFC, with TOI
of employees. Multiple regression analysis with different dimensions of WFC as independent variables
and intention to leave as dependent variable (Table 8) reveals an R square value of 0.403. It implies that
40.3 per cent of variance in TOI (dependent variable) is explained by WFC and FWC (independent
variables). Strain dimension of FWC has the highest beta value of 0.314 followed by time FWC 0.265,
strain WFC 0.124 and time WFC 0.116.
Table 9 depicts the hypothesis testing of relationship between different demographic variables
and WFC and FWC. Age is a significant demographic factor that influences WFC and FWC. WFC

Table 5. Correlation between WFC and FWC and Turnover Intention

Correlations
Total_WFC Total_FWC Intention to Leave
Pearsons correlation 1 0.451**
Total_WFC Sig. (2-tailed) 0.000
N 150
Pearsons correlation 1 0.589**
Total_FWC Sig. (2-tailed) 0.000
N 150 150
Source: Prepared by the authors.
Note: **Correlation is significant at the 0.01 level (2-tailed).

Table 6. Correlations between Different Workfamily and Familywork Conflicts and Intention to Leave
Correlations
Intention Time _ Time_ Strain Strain Behavioural_ Behavioural_
to Leave WFC FWC _WFC _FWC WFC FWC
Pearsons 1 0.332** 0.567** 0.404** 0.567** 0.240** 0.369**
Intention correlation
to leave Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.003 0.000
N 150 150 150 150 150 150 150
Source: Prepared by the authors.
Note: **Correlation is significant at the 0.01 level (2-tailed).
Aboobaker et al. 531

Table 7. Correlation between Different Dimensions of Conflict and Intention to Leave

Correlations
Intention to Total Time Total Strain Total Behavioural
Leave Conflict Conflict Conflict
Pearsons
1 0.545** 0.580** 0.329**
Intention to correlation
leave Sig. (2-tailed) 0.000 0.000 0.000
N 150 150 150 150
Source: Prepared by the authors.
Note: ** Correlation is significant at the 0.01 level (2-tailed).

Model Summaryb
Adjusted Std. Error of
Model R R Square R Square the Estimate
1 0.635a 0.403 0.378 2.510
a
Predictors: (Constant), Behaviour_FWC, Strain_WFC, Time_WFC, Strain_FWC,
Behavioural_WFC, Time_FWC.
b
Dependent variable: intention to leave.

Table 8.Regression Model with Intention to Leave as Dependent Variable and Different Dimensions of
Conflicts as Independent Variables
Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
(Constant) 1.613 1.035 1.559 0.121
Time_WFC 0.126 0.088 0.116 1.440 0.152
Time_FWC 0.275 0.109 0.265 2.520 0.013
1 Strain_WFC 0.150 0.097 0.124 1.551 0.123
Strain_FWC 0.327 0.106 0.314 3.078 0.002
Behavioural_WFC 0.027 0.118 0.022 0.231 0.817
Behavioural_FWC 0.029 0.144 0.022 0.203 0.840
Source: Prepared by the authors.
Note: aDependent variable: Intention to leave.

score is highest among employees between the age of 26 and 30 years (mean score = 30.3673) and
FWC is also highest among employees between the age of 26 and 30 years (mean score = 28.0408).
WFC and FWC are highest among ITES employees (mean score = 31.7000 and 29.7667, respectively),
followed by employees in IT sector. FWC significantly varied across different levels of job position in
the organization. Beginners face the highest FWC with the mean score of 26.7609. WFC does not
significantly vary across different job levels, with the significance value 0.192. Both WFC and FWC do
not vary across different genders. Marital status is a predictor of FWC but not WFC. Married employees
experience the highest level of FWC with the mean score of 26.1833.
Table 10 explains the testing of relationship between different demographic variables and TOI.
According to results of the one-way ANOVA analysis, there were differences among intention to leave
532 Global Business Review 18(2)

Table 9. Hypothesis Testing between WFC, FCW and Different Demographic Variables

Variables N Mean Score Sig.

Male 81 29.1111
WFC-Gender 0.231
Female 69 27.9565
Male 81 25.2840
FCW-Gender 0.304
Female 69 24.0290
2025 years 36 30.0278
2630 years 49 30.3673
WFC-Age 3135 years 21 24.6190 0.001
3640 years 10 27.1000
More than 40 years 34 27.3529
2025 years 36 26.5556
2630 years 49 28.0408
FCW-Age 3135 years 21 24.0000 0.000
3640 years 10 21.4000
More than 40 years 34 19.3529
Banking 30 27.5333
IT 30 29.2667
WFC-Occupation ITES 30 31.7000 0.007
Insurance 30 26.5667
Telecom 30 27.8333
Banking 30 23.3000
IT 30 26.5333
FCW Occupation ITES 30 29.7667 0.000
Insurance 30 22.2000
Telecom 30 21.7333
Beginner 46 30.0217
Middle level management 56 28.3750
WFC-Level of Job Position 0.192
Executive manager 19 27.7368
Top level management 29 27.2414
Beginner 46 26.7609
Middle level management 56 26.1607
FWC-Level of Job Position 0.000
Executive manager 19 23.2632
Top level management 29 19.5862
Single 60 29.3167
WFC-Marital Status 0.211
Married 90 28.0889
Single 60 23.1833
FWC-Marital Status Married 90 26.7222 0.046

Source: Prepared by the authors.

the organization, in terms of employees occupation. Intention to leave is highest among ITES
organizational employees (mean score = 10.20) followed by IT, banking and insurance. The employees
in telecom organizations show lower TOI (mean score = 7.47). Intention to leave is highest among
employees between the age of 20 and 25 years (mean score = 10.06), and mean score is the lowest in
employees between the age group of 36 and 40 years (mean score = 6.50). Level of job position is a
significant predictor of TOI). Mean score is highest among beginners (mean score = 9.54), followed by
executive manager, middle level management and top level management. Gender did not emerge as a
Aboobaker et al. 533

Table 10. Hypothesis Testing between Turnover Intention and Different Demographic Variables

Variables N Mean Score Sig.

Turnover Intention- Male 81 8.44
0.519
Gender Female 69 8.78
2025 years 36 10.06
2630 years 49 9.06
Turnover Intention-Age 3135 years 21 9.29 0.000
3640 years 10 6.50
More than 40 years 34 6.59
Banking 30 8.63
IT 30 9.13
Turnover Intention-
ITES 30 10.20 0.003
Occupation
Insurance 30 7.57
Telecom 30 7.47
Beginner 46 9.54
Turnover Intention- Middle level management 56 8.86
0.002
Level of Job Position Executive manager 19 8.32
Top level management 29 6.79
Turnover Intention- Single 60 9.52
Married 90 7.99 0.004
Marital Status
Source: Prepared by the authors.

significant predictor. Marital status was a significant predictor, and intention to leave was highest among
single employees, with mean score being 9.52.

Discussion
The research study revealed that an employees WFC, FWC and intention to leave the organization are
significantly related with each other. As suggested in various studies, WFC is a significant factor that
contributes towards TOI (Boyar et al., 2003; Haar, 2004). Strain based conflict contributes the highest,
followed by time based conflict. 40.3 per cent of variance in TOI (dependent variable) is explained by
WFC and FWC (independent variable). Strain in relation to FWC significantly influence TOI. Strain
dimension of WFC has got a stronger impact on TOI as compared to other conflict. Employees working
in IT-enabled services organizations experience the highest WFC and it is lowest among insurance sector
employees. Employees in the age group of 2630 years face the highest conflict, whereas those aged
above 40 years face the least WFC and FCW.
The main cause of TOI among employees is the time dimension of FWC, when employees are able to
spend only less time with family. Studies have shown that IT professionals have very limited and fixed
amounts of time and energy to spend with the family which creates WFC (Raman et al., 2013). Beginners
between the ages of 26 and 30 years are facing more conflict as compared to others. TOI is high among
beginners in the age group of 2025 years. Intention to leave is found to be very low among employees
in top level management. From the study, it is also found out that gender is not a significant factor that
influences TOI (Milkie & Peltola, 1999). TOI is seen more among employees who are single. The main
reason behind this could be that there are hardly few people dependent on them for support and security.
534 Global Business Review 18(2)

To manage WFC and FWC of employees, organizations should aim at improved workplace support,
as coordination-based employment at workplace helps better balancing of different roles both at work
and family (Ghayyur, & Jamal, 2012; Kang & Sandhu, 2012). Workplace support is facilitated through
family friendly policies, supervisory supportive practices and the existence of family-oriented benefits
or outcomes. Numerous studies have proved that supportive work environment has a significant impact
on workplace (Eby et al., 2005; Fub et al., 2008). Family-oriented benefits like family-related
remuneration, work from home opportunities for individuals to spend appropriate time with family,
maternity leave for female, child care programmes, training to cope up in tough working schedule etc.
would prove fruitful in managing WFC and FWC in a more balanced manner.

Conclusion
The negative spillover of family and work into each other, viewed as FWC and WFC, has been identified
as a major factor that contributes towards an employees TOI. Employers need to look into the work
practices like long working hours, work overload and poor supervisory support which cause a high
degree of work interference in family life. Employee assistance programmes need be more of collaborative
in nature and customized employee support may prove useful. On the other hand, the very spillover, in a
constructive way, could enhance/facilitate the other role by enriching learning or transfer of skills from
one role to another. This would lead to a higher workfamily balance and thereby numerous favourable
individual and organizational outcomes.

Limitations of the Study

Though the study provides insight about WFC and intention to quit the organization, among five different
sectors, due to various academic constraints of time and poor response rate, the researchers were unable
to collect data from more than the present number of 150 sample size. Another limitation of the present
study is our dependence on single-source data that can result in common method variance, although this
limitation is often associated with survey methodology.

Further Scope of the Study

The study can be extended by exploring the influences of moderating and mediating factors as the case
with work-related variables like organization support, working condition, working relationship, job
characteristics and role ambiguity. Family-related variables like family support, family size and role
conflict should also be added in for exploring and understanding the relationship of WFC and FWC with
TOI of the employees.

References
Allen, T., & Armstrong, J. (2006). Further examination of the link between work-family conflict and physical health:
The role of health-related behaviors. American Behavioral Scientist, 49(9), 12041221.
Allen, T.D., Herst, D.E.L., Bruck, C.S., & Sutton, M. (2000). Consequences associated with work-to-family conflict:
A review and agenda for future research. Journal of Occupational Health Psychology, 5(2), 278308.
Aboobaker et al. 535

Alsam, N., Imran, R., Anwar, M., Hameed, Z., & Kafayat, A. (2013). The impact of work family conflict on turnover
intentions: An empirical evidence from Pakistan. World Applied Sciences Journal, 24(5), 628633. doi: 10.5829/
idosi.wasj.2013.24.05.13227
Baral, R. (2010). Work-family enrichment: Benefits of combining work and family. Retrieved 21 May 2015, from
http://www.paycheck.in/main/work-andpay/women-paycheck/articles/work-family-enrichment-benefits-of
combiningwork-and-family
Bardoel, E.A., Cieri, H.D., & Santos, C. (2008). A review of work-life research in Australia and New Zealand. Asia
Pacific Journal of Human Resources, 46(3), 316333.
Beutell, N.J. (2010). Work schedule, work schedule control and satisfaction in relation to work family conflict,
work-family synergy and domain satisfaction. Career Development International, 15(5), 501518.
Boyar, S., Carr, J., Mosley, D., Jr, & Carson, C. (2007). The development and validation of scores on perceived work
and family demand scales. Educational and Psychological Measurement, 67(1), 100115.
Boyar, S.L., Maertz, C.P., Mosley, D.C., & Carr, J.C. (2008). The impact of work/family demand on work-family
conflict. Journal of Managerial Psychology, 23(3), 215235.
Boyar, S.L., Maertz, C.P., Jr, Pearson, A.W., & Keough, S. (2003). Work-family conflict: A model of linkages
between work and family domain variables and turnover intentions. Journal of Managerial Issues, 175190.
Carlson, D., Kacmar, K.M., & Williams, L.J. (2000). Construction and initial validation of a multidimensional
measure of workfamily conflict. Journal of Vocational Behavior, 56, 249276.
Chandra, V. (2010). Women and work-family interface: Indian context. Journal of Asia Pacific Studies, 1(2),
235258.
Cohen, A. (1993). Organizational commitment and turnover: A meta-analysis. The Academy of Management
Journal, 36(5), 11401157.
Eby, L.T., Casper, W.J., Lockwood, A., Bordeaux, C., & Brinleya, A. (2005). Work and family research in IO/OB:
Content analysis and review of the literature (19802002). Journal of Vocational Behavior, 66(1), 124197.
Frone, M.R., Russell, M., & Cooper, M.L. (1992). Antecedents and outcomes of workfamily conflict: Testing a
model of the workfamily interface. Journal of Applied Psychology, 77(1), 6575.
Frye, N.K., & Breaugh, J.A. (2004). Family friendly policies, supervisor support, work family conflict and
satisfaction: A test of a conceptual model. Journal of Business and Psychology, 19(2), 197219.
Fub, I., Nbling, M., Hasselhorn, H.M., Schwappach, D., & Rieger, M.A. (2008). Working conditions and work
family conflict in German hospital physicians: Psychosocial and organizational predictors and consequences.
BMC Public Health, 8(1), 353.
Ghayyur, M. & Jamal, W. (2012). A case of employees turnover intention. International Journal of Social Science
and Humanity, 2(3, May), 168172.
Greenhaus, J.H., & Beutell, N.J. (1985). Source of conflict between work and family roles. Academy of Management
Review, 10(1), 7688.
Greenhaus, J.H., Parasuraman, S., Granrose, C.S., Rabinowitz, S., & Beutell, N.J. (1989). Sources of work family
conflict among two career couples. Journal of Vocational Behavior, 34, 133153.
Grzywacz, J.G., Arcury, C.A., Marin, A., Carrillo, L., Burke, B., Coates, M.L., & Quandt, S.A. (2007). Work family
conflict: Experiences and health implications among immigrant Latinos. Journal of Applied Psychology, 92(4),
11191130.
Gutek, B.A., Searle, S., & Klepa, L. (1991). Rational versus gender role explanations for work family conflict.
Journal of Applied Psychology, 76(4), 560568.
Haar, J.M. (2004). Work-family conflict and turnover intention: Exploring the moderation effects. New Zealand
Journal of Psychology, 33(1), 3538.
Higgins, C.A., Duxbury, L.E., & Irving, R.H. (1992). Workfamily conflict in the dual-career family. Organizational
Behavior and Human Decision Processes, 51, 5175
Hill, E.J., Hawkins, A.J., Ferris, M., & Weitzman, M. (2001). Finding an extra day a week: The positive influence
of perceived job flexibility on work and family life balance. Family Relations, 50(1), 4965.
Hsieh, Y., Pearson, T., Chang, H., & Uen, J. (2005). Spillover between work and personal life balance for lodging
managers. Journal of Human Resources in Hospitality and Tourism, 3(2), 6183.
536 Global Business Review 18(2)

Kahn, R.L., Wolfe, D.M., Quinn, R.P., Snoek, J.D., & Rosenthal, R.A. (1964). Organizational stress: Studies in role
conflict and ambiguity. New York: Wiley.
Kang, L.S., & Sandhu, R.S. (2012). Impact of stress on health: A study of bank branch managers in India. Global
Business Review, 13(2), 285296.
Kinnunen, U., & Mauno, S. (2007). Antecedents and outcomes of work family conflict among employed women and
men in Finland. Human Relations, 51(2), 157177.
Luk, D.M., & Shaffer, M.A. (2005). Work and family domain stressors and support: Within- and cross-domain
influences on work-family conflict. Journal of Occupational and Organizational Psychology, 78(4), 489508.
Milkie, M.A., & Peltola, P. (1999). Playing all the roles: Gender and the work-family balancing act. Journal of
Marriage and the Family, 61(2), 476490.
Mobley, W.H. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover.
Journal of Applied Psychology, 62(2), 237240.
Netemeyer, R.G., Boles, J.S., & McMurrian, R. (1996). Development and validation of workfamily conflict and
familywork conflict scales. Journal of Applied Psychology, 81, 400410.
Nunnally, J.C. (1978). Psychometric theory (2nd ed.). New York, NY: McGraw-Hill.
ODriscoll, M.P., Ilgen, D.R., & Hildreth, K. (1992). Time devoted to job and off-job activities, interrole conflict,
and affective experiences. Journal of Applied Psychology, 77(3), 272279.
Parasuraman, S., Greenhaus, J.H., Rabinowitz, S.R., Bedeian, A.G., & Mossholder, K.W. (1989). Work and family
variables as mediators of the relationship between wives employment and husbands well-being. Academy of
Management Journal, 32, 185201.
Post, C., DiTomaso, N., Farris, G.F., & Cordero, R. (2009). Workfamily conflict and turnover intentions among
scientists and engineers working in R and D. Journal of Business and Psychology, 24(1), 1932.
Powell, G.N., & Greenhaus, J.H. (2006). Managing incidents of workfamily conflict: A decision-making
perspective. Human Relations, 59(9), 11791212.
Rajadhyaksha, U., & Ramadoss, K. (2010). Test of a causal model of work-family conflict in India. Retrieved
21 May 2015, from http://www.workfamilyconflict.ca/ cms/documents /83/India_2010.doc
Rajadhyaksha, U., & Velgach, S. (2009). Gender, gender role ideology and work-family conflict in India. Chicago,
IL: Academy of Management. Retrieved 21 May 2015, from http://www.workfamilyconflict.ca/cms/documents/
38/ GRI_paper-AOM2009.pdf
Raman, R., Bharathi, V., Allen, S., & Joseph, S. (2013). Use of structural equation modeling to empirically study the
turnover intentions of information technology professionals in Pune city. Indian Journal of Science and
Technology, 6(12), 56125624.
Rathi, N., & Barath, M. (2013). Work-family conflict and job and family satisfaction. Equality, Diversity and
Inclusion: An International Journal, 32(4), 438454.
Thomas, L.T., & Ganster, D.C. (1995). Impact of family-supportive work variables on work-family conflict and
strain: A control perspective. Journal of Applied Psychology, 80(1), 615.
Thompson, C.A., Beauvais, L.L., & Lyness, K.S. (1999). When workfamily benefits are not enough: The influence
of workfamily culture on benefit utilization, organizational attachment, and workfamily conflict. Journal of
Vocational Behavior, 54(3), 392415.
Trachtenberg, V.J., Anderson, S., & Sabatelli, R. (2009). Work-home conflict and domestic violence: A test of a
conceptual model. Journal of Family Violence, 24(7), 471483.
Valk, R., & Srinivasan, V. (2011). Work family balance of Indian women software professionals: A qualitative study.
IIMB Management Review, 23(1), 3950.
Wesley, J.R., & Muthuswamy, P.R. (2005). Work-family conflict in IndiaAn empirical study. SCMS Journal of
Indian Management, 2(4), 95102.
Yu Ru Hsu (2011). Work-family conflict and job satisfaction in stressful working environments: The moderating
roles of perceived supervisor support and internal locus of control. International Journal of Manpower, 32(2),
233248.
Zhang, M., Griffeth, R.W., & Fried, D.D. (2012). Work-family conflict and individual consequences. Journal of
Managerial Psychology, 27(7), 696713.