Valerie J. Morganson

Coping with work-family conflict: A leader-member exchange perspective.

Leader-member exchange (LMX) theory is applied as a framework for understanding coping with work-family conflict. The effectiveness of four work-family coping strategies (i.e., preventive and episodic forms of both problem-focused and emotion-focused coping) is considered with emphasis on how the LMX relationship contributes to each form of coping with work interference with family. The LMX-based model of work-family coping accounts for the development of family-friendly work roles, use of organizational family-friendly policies, and the negotiation of flextime and flexplace accommodations. Constraints on the relationship between LMX and work-family coping associated with supervisor authority and resources and aspects of the organizational context are also discussed. Research and applied implications of the model are offered.

Work-Life Job Analysis: Applying a Classic Tool to Address a Contemporary Issue

This paper draws from the work-life and human resources research literatures and introduces Work-Life Job Analysis (WLJA) as a tool to leverage work-life balance within organizations. WLJA is based upon the AET (Arbeitwissenschaftliches Erhebungsverfahren zur Tatigkeitsanalyse) a German-developed job analysis procedure used to analyze stress and strain. WLJA is comprised of a questionnaire to analyze the context of the work and a task analysis to assess the work performed in order to identify areas of work-life enrichment and conflict. We provide a theoretical and research basis for the tool, provide step-by-step instructions for application, and illustrate the procedure by analyzing a tenure-track faculty position at a university. As shown by the results of our application, WLJA can be used to enhance a position and to intervene where work-life conflict exists. WLJA is a strategic and scientifically-based tool for work-life intervention that enables psychologist-managers to accommodate specific work-life...

LMX, Breach Perceptions, Work-Family Conflict, and Well-Being: A Mediational Model

ABSTRACT Despite research advances, work-family scholars still lack an understanding of how leadership constructs relate to an employees ability to effectively manage the work–family interface. In addition, there remains a need to examine the process through which leadership and work-family conflict influence well-being outcomes. Using a sample of 312 workers, a mediated process model grounded in social exchange theory is tested wherein the authors seek to explain how leaders shape employee perceptions, which, in turn, impact organizational fulfillment of expectations (i.e., psychological contract breach), work-family conflict, and well-being. A fully latent structural equation model was used to test study hypotheses, all of which were supported. Building on existing theory, findings suggest that the supervisor plays a critical role as a frontline representative for the organization and that work-family conflict is reduced and well-being enhanced through a process of social exchange between the supervisor and worker.