New Horizons in Management series
Edited by Alexander-Stamatios G. Antoniou and Cary L. Cooper
Chapter 17: The dynamism of balancing work and family in a developing society: evidence from Taiwan
In the current economic uncertainty and constant change, employers focus more on layoffs, restructurings, mergers and acquisitions, cost reductions, and outsourcing, which puts even more pressure on employees. When the going gets tough, people are forced to work harder, and the talk of balancing work and family seems a luxury and wishful thinking. However, the potential impact that work and family conflict have on employees, family members and organizations should not be overlooked. For instance, research has found that the more time a person spends on the job, the more interference there is between work and family (work/family interference, WFI) (Bruck et al., 2002). It is also argued that work and family issues are at least as important to organizational functioning as family functioning (Barnett, 1998). A clear connection between work/family antecedents and WFI as well as a connection between WFI and strains has now been established (Allen et al., 2000; Byron, 2005). However, to influence managerial practices, especially in a recession, a more precise science with strong inferences about the causes and consequences of WFI must be produced.
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