Work–family Conflict,Family–work Conflict and Intention to Leave the Organization: Evidences Across Five Industry Sectors in India

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 work–family 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’ work–family conflict and family–work conflict and their intention to leave the organization. The total 150 sample respondents comprised of 30 employees each from five different industry sectors—banking, IT (software development), IT-enabled services, insurance and telecom. Data were collected using Carlson’s measure of work–family conflict and Mobley’s 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 work–family conflict and family–work conflict (independent variables). Family–work conflict contributed more to turnover intention, than work–family conflict. Interesting relationships between different demographic factors and variables under study are discussed.

Keywords

Work–family conflict family–work conflict turnover intention banking IT and ITES insurance and telecom India

Introduction

Human resources constitute the vital assets of an organization. In today’s 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 work–life 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). Work–family 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 one’s 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 work–family 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, family–work 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 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).

Figure 1.

Source: Carlson, Kacmar and Williams (2000).

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; O’Driscoll, Ilgen, & Hildreth, 1992; Parasuraman et al., 1989).

Turnover intention or intention to leave is defined as an employee’s decision to leave an organization 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; 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.

Figure 2.

Source: Prepared by the Authors.

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 concern—age, gender, marital status, occupation and level in the organization.

To identify the most significant factor that contributes towards turnover intention of employees.

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 employee’s 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.

Work–family Conflict (WFC) and Family–work Conflict (FWC): WFC and FWC items were adapted from David S. Carlson et al. (2000) and it consisted of 18 items. The Cronbach’s alpha coefficient of the 18 items instrument was found to be 0.904 (Table 1).

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

Table 1.

Demographic Profile of the Respondents

Variable	Value	Frequency	Percentage
Gender	Male	81	54
	Female	69	46
Age group	20–25 years	36	24
	31–35 years	49	32.6
	36–40 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.

Table 2.

Reliability Analysis of Scale Items

Scale	Cronbach’s Alpha	No. of Items
Work–family conflict scale	0.904	18
Turnover intention scale	0.872	3

Source: Prepared by the authors.

Table 3.

KMO and Bartlett’s Test of Sampling Adequacy

KMO and Bartlett’s Test
Kaiser–Meyer–Olkin Measure of Sampling Adequacy		0.736
Bartlett’s test of sphericity	Approx. chi-square	2096.647
	Df	153
	Sig.	0.000

Source: Prepared by the authors.

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. Cronbach’s 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.

Table 4.

Correlation between Work–family Conflict and Intention to Leave the Organization Correlations

		Intention to Leave	Total Conflict
Total conflict	Pearson Correlation	0.585**	1
	Sig. (2-tailed)	0.000
	N	150	150

Source: Prepared by the authors.

Note: **Correlation is significant at the 0.01 level (2-tailed).

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 5 represents Pearson’s 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 5.

Correlation between WFC and FWC and Turnover Intention Correlations

		Total_WFC	Total_FWC	Intention to Leave
Total_WFC	Pearson’s correlation	1		0.451**
	Sig. (2-tailed)			0.000
	N			150
Total_FWC	Pearson’s correlation		1	0.589**
	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 Work–family and Family–work Conflicts and Intention to Leave Correlations

	Intention to Leave	Time _ WFC	Time_FWC	Strain _WFC	Strain _FWC	Behavioural_ WFC	Behavioural_ FWC
Intention to leave	Pearson’s correlation	1	0.332**	0.567**	0.404**	0.567**	–0.240**	0.369**
	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).

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 7.

Correlation between Different Dimensions of Conflict and Intention to Leave Correlations

	Intention to Leave	Total Time Conflict	Total Strain Conflict	Total Behavioural Conflict
Intention to leave	Pearson’s correlation	1	0.545**	0.580**	0.329**
	Sig. (2-tailed)		0.000	0.000	0.000
	N	150	150	150	150

Model Summary^b
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	0.635^a	0.403	0.378	2.510

Source: Prepared by the authors.

Note: ** Correlation is significant at the 0.01 level (2-tailed).

^a Predictors: (Constant), Behaviour_FWC, Strain_WFC, Time_WFC, Strain_FWC, Behavioural_WFC, Time_FWC.

^bDependent variable: intention to leave.

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 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 8.

Regression Model with Intention to Leave as Dependent Variable and Different Dimensions of Conflicts as Independent Variables

Coefficients^a
Model	Unstandardized Coefficients		Standardized Coefficients	t	Sig.
		B	Std. Error	Beta
1	(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
	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.

Table 9.

Hypothesis Testing between WFC, FCW and Different Demographic Variables

Variables		N	Mean Score	Sig.
WFC-Gender	Male	81	29.1111	0.231
	Female	69	27.9565
FCW-Gender	Male	81	25.2840	0.304
	Female	69	24.0290
WFC-Age	20–25 years	36	30.0278	0.001
	26–30 years	49	30.3673
	31–35 years	21	24.6190
	36–40 years	10	27.1000
	More than 40 years	34	27.3529
FCW-Age	20–25 years	36	26.5556	0.000
	26–30 years	49	28.0408
	31–35 years	21	24.0000
	36–40 years	10	21.4000
	More than 40 years	34	19.3529
WFC-Occupation	Banking	30	27.5333	0.007
	IT	30	29.2667
	ITES	30	31.7000
	Insurance	30	26.5667
	Telecom	30	27.8333
FCW –Occupation	Banking	30	23.3000	0.000
	IT	30	26.5333
	ITES	30	29.7667
	Insurance	30	22.2000
	Telecom	30	21.7333
WFC-Level of Job Position	Beginner	46	30.0217	0.192
	Middle level management	56	28.3750
	Executive manager	19	27.7368
	Top level management	29	27.2414
FWC-Level of Job Position	Beginner	46	26.7609	0.000
	Middle level management	56	26.1607
	Executive manager	19	23.2632
	Top level management	29	19.5862
WFC-Marital Status	Single	60	29.3167	0.211
	Married	90	28.0889
FWC-Marital Status	Single	60	23.1833	0.046
	Married	90	26.7222

Source: Prepared by the authors.

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 the organization, in terms of employee’s 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 significant predictor. Marital status was a significant predictor, and intention to leave was highest among single employees, with mean score being 9.52.

Table 10.

Hypothesis Testing between Turnover Intention and Different Demographic Variables

Variables		N	Mean Score	Sig.
Turnover Intention-Gender	Male	81	8.44	0.519
	Female	69	8.78
Turnover Intention-Age	20–25 years	36	10.06	0.000
	26–30 years	49	9.06
	31–35 years	21	9.29
	36–40 years	10	6.50
	More than 40 years	34	6.59
Turnover Intention-Occupation	Banking	30	8.63	0.003
	IT	30	9.13
	ITES	30	10.20
	Insurance	30	7.57
	Telecom	30	7.47
Turnover Intention-Level of Job Position	Beginner	46	9.54	0.002
	Middle level management	56	8.86
	Executive manager	19	8.32
	Top level management	29	6.79
Turnover Intention-Marital Status	Single	60	9.52	0.004
	Married	90	7.99

Source: Prepared by the authors.

Discussion

The research study revealed that an employee’s 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 26–30 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 20–25 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.

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 employee’s 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 work–family 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.

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