Doctor of Philosophy
Date of Defense
James A. Breaugh, PhD
Steven Bruce, PhD
Work-nonwork conflict remains a crucial concern for both employees struggling to balance work and non-work roles (Bond, Thompson, Galinsky, & Prottas, 2002) and companies seeking to enhance their ability to attract, retain, and leverage talent (De Janasz & Behson, 2007; Towers & Perrin, 2006). Research has demonstrated that factors such as supervisor support for work-nonwork balance can reduce employees’ experience of work-nonwork conflict. Few studies, however, have investigated the individual characteristics of supervisors who are most likely to provide work-nonwork support. This study extends previous research by investigating the relationships between supervisors’ identity salience, work-nonwork support attitudes, and perceptions of work-nonwork support instrumentality (effectiveness) and the provision of two types of social support for work-nonwork balance: instrumental support and emotional support. Analyses were conducted using multiple regression, correlation and one-way ANOVA procedures. Results did not indicate that supervisors with more positive attitudes towards supervisor work-nonwork support are perceived by employees as demonstrating higher levels of instrumental and emotional work-nonwork support. No mediation effects were found for supervisor perceptions of instrumental and emotional support’s effectiveness in reducing employee work-nonwork conflict. Finally, results did not indicate that supervisors with a dual-centric identity are perceived by employees as demonstrating higher levels of instrumental and emotional work-nonwork support. Implications for future research are discussed.
Arnold, Jessalyn L., "Defining the Balance-Supportive Supervisor: The Antecedents, Actions, and Outcomes of Supervisor Support for Employee Work-Nonwork Balance" (2010). Dissertations. 470.