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Organizational Work-Family Support as Universal Remedy? A Cross-Cultural Comparison of China, India and the United States

Stock, Ruth Maria ; Strecker, Marina Melanie ; Bieling, Gisela (2016)
Organizational Work-Family Support as Universal Remedy? A Cross-Cultural Comparison of China, India and the United States.
In: International Journal of Human Resource Management, 27 (11)
doi: 10.1080/09585192.2015.1062039
Article, Bibliographie

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Abstract

In both industrialized and emerging countries, organizations increasingly seek to support employees’ efforts to maintain a healthy work–family balance. Research has identified two types of organizational support in this context: formal work–family programs and informal work–family cultures. This study examines the relative effects of work–family programs versus work–family culture on employees’ job satisfaction and performance in various cultural environments. Drawing on the individualism–collectivism cultural dimension introduced by Hofstede, it is argued that employees’ cultural background may affect family models, which in turn determine employees’ need for formal organizational work–family support, but are not related to employees’ need for informal support. In line with this notion, the results from comparisons of an industrialized country (the USA) with two emerging countries (China and India) show that work–family culture has positive effects in all three contexts. However, formal work–family programs positively affect job satisfaction and job performance only in India and the USA, whereas they exhibit no significant effect in the more collectivist setting of China.

Item Type: Article
Erschienen: 2016
Creators: Stock, Ruth Maria ; Strecker, Marina Melanie ; Bieling, Gisela
Type of entry: Bibliographie
Title: Organizational Work-Family Support as Universal Remedy? A Cross-Cultural Comparison of China, India and the United States
Language: English
Date: 2016
Place of Publication: London [u.a.]
Publisher: Taylor and Francis
Journal or Publication Title: International Journal of Human Resource Management
Volume of the journal: 27
Issue Number: 11
DOI: 10.1080/09585192.2015.1062039
Abstract:

In both industrialized and emerging countries, organizations increasingly seek to support employees’ efforts to maintain a healthy work–family balance. Research has identified two types of organizational support in this context: formal work–family programs and informal work–family cultures. This study examines the relative effects of work–family programs versus work–family culture on employees’ job satisfaction and performance in various cultural environments. Drawing on the individualism–collectivism cultural dimension introduced by Hofstede, it is argued that employees’ cultural background may affect family models, which in turn determine employees’ need for formal organizational work–family support, but are not related to employees’ need for informal support. In line with this notion, the results from comparisons of an industrialized country (the USA) with two emerging countries (China and India) show that work–family culture has positive effects in all three contexts. However, formal work–family programs positively affect job satisfaction and job performance only in India and the USA, whereas they exhibit no significant effect in the more collectivist setting of China.

Divisions: 01 Department of Law and Economics
01 Department of Law and Economics > Betriebswirtschaftliche Fachgebiete
01 Department of Law and Economics > Betriebswirtschaftliche Fachgebiete > Department of Marketing & Human Resource Management
Date Deposited: 29 Jan 2016 13:18
Last Modified: 18 Jun 2024 13:00
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