• Helen R Winefield, Carolyn Boyd, and Anthony H Winefield.
• a University of Adelaide.
• J Psychol. 2014 Nov 1; 148 (6): 683-97.

AbstractThis is one of the first reported studies to have reviewed the role of work-family conflict in university employees, both academic and nonacademic. The goal of this research was to examine the role of work-family conflict as a mediator of relationships between features of the work environment and worker well-being and organizational outcomes. A sample of 3,326 Australian university workers responded to an online survey. Work-family conflict added substantially to the explained variance in physical symptoms and psychological strain after taking account of job demands and control, and to a lesser extent to the variance in job performance. However, it had no extra impact on organizational commitment, which was most strongly predicted by job autonomy. Despite differing in workloads and work-family conflict, academic ("faculty") and nonacademic staff demonstrated similar predictors of worker and organizational outcomes. Results suggest two pathways through which management policies may be effective in improving worker well-being and productivity: improving job autonomy has mainly direct effects, while reducing job demands is mediated by consequent reductions in work-family conflict.

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