Examining the relationship between work-related factors and work-family-related factors on work-family conflict

The current work-family conflict literature is characterized by limitations in focus and methodology, particularly with a failure to link work-family conflict with work-family policies. This study compares the influence of work-related factors and work-family related factors on work-family conflict in two directions. A local government organization in New Zealand was the setting. Findings show that work factors account for a significant component of both work-to-family and family-to-work conflict, although this is far greater on work-family conflict. Work-family practice use had little influence on work-family practices was found to positively associate with family-work conflict. Overall, the finds suggest managers in search of reducing employee conflict should focus directly upon work factors such as workload, rather than see to use work-family practices as the primary way to reduce conflict

Fighting Conflict: Violent Splits or Healthy Divides?

In this study, we develop a theory to understand how groups with strong divisions may, paradoxically, help members to cope with conflict and injustice. We test our theoretical predictions using a survey methodology and the data from 72 work groups across different industries. Consistent with our hypotheses, we found that group faultlines weakened the positive relationships between injustice and psychological health

Coping with the dark side

While work-family practices are becoming more common, we still dont know a lot about their effects on fellow employees, report Jarrod M. Haar and Chester S. Spell

Predicting total quality management adoption in New Zealand: The moderating effect of organisational size

Purpose – The paper seeks to understand the adoption rates of total quality management (TQM) by New Zealand firms, and the role that organisational size plays in determining adoption rates. Design/methodology/approach – A survey of 997 random New Zealand firms of all sizes yielded 228 responses. Factors tested to predict TQM adoption were organisational size, workplace autonomy, performance standards, use of teams and group problem solving. In addition, organisational size was tested as a potential moderating variable on the other factors. Findings – Overall, 33 per cent of firms in New Zealand used TQM, with an addition 5 per cent no longer using TQM, indicating strong adoption rates by international standards. All the direct effects and moderating effects were supported. Consequently, firms with higher level of workplace autonomy, use of performance standards, use of teams, and use of group problem solving were more likely to have adopted TQM, and this was more likely for larger firms than smaller firms. As a result, strong support was found for the interacting effect of organisational size. Research limitations/implications – The implications are that TQM adoption rates are much higher in New Zealand than suggested in the international literature. A highlight of the present study is the focus on firms of all sizes, rather than being limited to only larger sized firms. Originality/value – This paper provides much needed information on the state of TQM in New Zealand and provides a unique approach by testing the moderating effects of organisational size on predictor factors on New Zealand firms