This is the question addressed by Andrea Ketrick and colleagues in their meta-analysis of 65 articles on work-family conflict (WFC). Meta-analysis is a statistical technique that enables you to aggregate the results of multiple studies, providing new insights which cannot be gained from the individual studies alone.
The academic literature has established the importance of separately examining the different directions of WFC (work interfering with family and family interfering with work). However, this tends to rely on creating a composite which averages out the WFC dimensions (i.e., time-based, strain-based, and behaviour-based), losing important nuance in understanding WFC and potentially leading researchers to draw inaccurate inferences. The WFC dimensions are described as follows:
Time-based conflict occurs when the time allocated to one domain reduces the time available for another domain, hindering performance in that other domain. If one domain requires too much time, conflict will exist with the other domain resulting in time-based WFC. For example, conflict occurs when an individual who spends time at work sacrifices time with their family, or when an individual who spends time with their family sacrifices time at work.
Strain-based conflict occurs when increased stress or tension generated in one domain produces strain that hinders performance in the other. For example, if workplace expectations are unclear and confusing and lead to a worker’s frustration and anxiety, and these concerns preoccupy that worker and cause strife between them and their romantic partner, they are experiencing strain-based conflict.
Behaviour-based conflict occurs when behaviours required and expected in one role are incompatible with and hinder performance in another role. There can be different expectations regarding language, word use, actions etc that are appropriate and required to accomplish tasks in work and family domains; the work environment and the home environment may be very similar or radically different, shaping how much an individual needs to modify their behaviours when transitioning from family to work and vice versa. Behaviour based conflict occurs when individuals fail to adjust their behaviours from one role to the other.
The results have a number of important implications for leaders and organisations:
1. Pay close attention when employees talk about experiencing time- and strain based WFC, as it is related to a number of negative outcomes. A sign that might be indicative of time-based WFC could include employees feeling as though their job time requirements keep them away from family and household responsibilities and activities. For strain-based WFC, this may manifest in employees experiencing feelings of being frazzled, emotionally exhausted, and stressed when they are away from work.
2. Work role ambiguity appears to be particularly problematic due to its strong relationships to strain-based WFC, therefore leaders and organisations can ensure that employees role, duties and objectives are as clear and specific as possible.
3. Line managers play a significant role in providing emotional and practical support regarding balancing workplace responsibilities in a manner that reduces the extent to which these responsibilities impact one’s home life. For example, it is important that line managers create the environment and space for employees to talk about the challenges they are facing with WFC, fostering comfortable and effective conversations surrounding juggling work and nonwork life. Line managers can also act as role models for what healthy work–life balance behaviours look like.
Inclusive leaders appreciate that their people are human and therefore have a life outside of work. They pay attention to how they can minimise WFC and take proactive steps to support a healthy work-life balance. To find out how we can support your leaders to develop inclusive leader capability, including support healthy work-life balance for their people, get in touch at enquiries@inclusiveleadershipcompany.com
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