AA unidirectional process where work always interferes with family but not vice versa
BA bidirectional construct where work can interfere with family (WIF) and family can interfere with work (FIW), with different antecedents for each direction
CA construct that only affects dual-earner couples
DA subjective perception with no measurable consequences
Research distinguishes work-to-family interference (WIF) from family-to-work interference (FIW). They have different antecedents: WIF is primarily predicted by work-domain variables (long hours, work overload, schedule inflexibility), while FIW is primarily predicted by family-domain variables (number of children, elder care responsibilities, family conflict). Both directions are consequential — WIF predicts job dissatisfaction and turnover, while FIW predicts absenteeism and lower performance. The distinction matters for intervention design.
Question 2 True / False
Work-family enrichment — where experiences in one domain improve functioning in the other — is impossible because work and family always compete for the same finite resources.
TTrue
FFalse
Answer: False
The resource drain model (work and family compete for finite time and energy) captures only half the picture. Work-family enrichment (Greenhaus & Powell) occurs when resources generated in one role — skills, social capital, positive mood, self-esteem — enhance performance or well-being in the other role. A manager who develops conflict resolution skills at work may apply them at home; a parent who develops patience may become a better supervisor. The enrichment perspective recognizes that role accumulation can produce net gains, not just net costs.
Question 3 Short Answer
Why have organizational work-life balance programs often failed to produce their intended benefits?
Think about your answer, then reveal below.
Model answer: Programs like flexible scheduling and parental leave often fail because of a gap between formal policy availability and actual utilization. Employees may not use available programs due to organizational culture that stigmatizes their use (the 'flexibility stigma'), fear of career consequences, manager disapproval, or excessive workload that makes flexibility impractical. Program effectiveness depends less on policy design than on the supportive culture, supervisor behavior, and workload conditions that enable actual use.
Research consistently shows that the mere availability of work-life programs has weaker effects than the perceived usability of those programs. Organizations that offer generous parental leave but implicitly punish those who use it full-term create a policy-practice gap. Supervisor support is a critical moderator — employees with supportive supervisors are far more likely to use available programs and experience their benefits. This finding highlights that work-life balance is a systemic issue, not a policy checkbox.