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
