Factors affecting employee antisocial behavior at vietnam airline

The result indicate that as work family conflict, job role ambiguity, job overload and frustration with work increase, so does the level of antisocial behavior.. The result also shows th

RESEARCH PROJECT

(BMBR5103)

FACTORS AFFECTING EMPLOYEE ANTISOCIAL BEHAVIOR AT

ADVISOR’S ASSESSMENT

Advisor’s signature

Nguyen The Khai, DBA

ACKNOWLEDGEMENTS

Firstly, I would like to express my sincere thanks and deep gratitude to all of the teachers of Hutech University and Open University Malaysia teaching, imparting knowledge to us during the study period

Secondly, I acknowledge with gratitude to Dr Nguyen The Khai, who has always been sincere and helpful in making me understanding how to do a research and run SPSS software Without such detail instructions and advises, I am unable to complete this paper of Business Research Methods

Lastly, I also wish to express my sincere thanks to the employees of Vietnam Airline for their precious comments and helps to collect data for this thesis

Table of Contents

ACKNOWLEDGEMENTS 3

LIST OF FIGURES 6

LIST OF TABLES 7

ABBREVIATIONS 8

ABSTRACT 9

CHAPTER I - INTRODUCTION 10

1.1 Company Introduction 10

1.2 Research Introduction 19

1.2.1 Problem statement 20

1.2.2 Purpose of the study 22

1.2.3 The scope of the research 22

1.2.4 Research questions 22

CHAPTER II – LITERATURE REVIEW 23

2.1 Antisocial behavior 23

2.2 Work family conflict 24

2.3 Job role ambiguity 25

2.4 Job overload 25

2.5 Frustration with work 26

CHAPTER III: RESEACH MODEL AND HYPOTHESES 28

3.1 Research Model 28

3.1.1 Dependent Variables: 28

3.1.2 Independent Variables: 28

3.1.3 Constructs 29

3.2 Research Hypotheses 29

3.3 Instruments 32

3.4 Research Participants 33

3.5 Procedure for Data Collection and Analyze 34

CHAPTER IV: ANALYSIS AND RESULTS 36

4.1 Reliability Analysis 36

4.2 Descriptive Analysis 37

4.3 Correlation of all variables statistics 37

4.4 Hypotheses Testing 38

CHAPTER V: CONCLUSION 41

5.1 Summary and Discussion 41

5.2 Management Implications 42

5.3 Limitations and Further Research Recommendation 43

REFERENCES 44

APPENDIX 48

LIST OF FIGURES

Figure 1: information regarding the workforce of Vietnam Airlines

LIST OF TABLES

Table 1: Summary of Cronbach‟s Alpha of the variables

Table 2: Descriptive Statistics

Table 3: Correlation among Variables

Table 4: Model Summary of all hypotheses

Table 5: Coefficients of all hypotheses

Table 6: Hypothesis Statistic

ABBREVIATIONS

SPSS Statistical Packages for the Social Science

ABSTRACT

The objectives of this study were to investigate the factors affecting employees‟ antisocial behavior The sample comprised of all employees working in Vietnam Airlines The research instruments comprised of 320 questionnaires with 33 questions Hypothesis testing was performed by using SPSS software, Pearson product moment correlation analyses and regression analyses The result indicate that as work family conflict, job role ambiguity, job overload and frustration with work increase, so does the level of antisocial behavior The result also shows that work family conflict and job overload have a greater effect on antisocial behavior than job role ambiguity and frustration with work The implications and limitations are also discussed at the end of the paper

Keywords: antisocial behavior, work family conflict, job overload, job role ambiguity, frustration with work

CHAPTER 1: INTRODUCTION

1.1 Company Introduction:

Vietnam Airlines JSC

200 Nguyen Son Str., Long Bien Dist., Ha Noi city, VIETNAM

Business License No 106000844 issued on Jan 26, 2007 by Hanoi authority for Planning & Investment

Tax Code: 0100107518

 History of Vietnam Airlines:

The Vietnam Civil Aviation Department was established by the Government in January 1956, marking the birth of the civil aviation industry in Vietnam At that time, the fleet was small with only five aircraft of IL-14, AN-2, Aero-45… which started to serve domestic flights in September 1956

April 1993, Vietnam Airlines was officially established as the country‟s national flag carrier On the 27th May 1995, Vietnam Airlines Corporation was born with the gathering of 20 aviation enterprises and the airline itself as the core business

On 20th October 2002, Vietnam Airlines introduced the new logo of the Golden Lotus and corporate identity that symbolized its dramatic progress towards becoming a world-class airline The launch represented a complete repositioning and brand strategy of Vietnam Airlines, coupled with significant improvements in its infrastructure, operations and fleet

The delivery of its first own “state-of-the-art” B777 in 2003 also marked a true revolution in the airline‟s fleet modernization Nowadays, Vietnam Airlines

operates one of the most modern fleets in the region with the average age of the fleet is 5.4 years

For 20 years of development at an average annual growth rate consistently in double-digit number, the national flag carrier has marked an obvious advance to become a major competitor in the Asian aviation market, owning a modern fleet of Airbus and Boeing planes flown by well trained professionals

Beginning with non-regular domestic services, today Vietnam Airlines operates to 21 cities throughout the country and 28 international destinations in Asia, Europe, and Australia Its network extends to 26 countries and territories

In 2006, after being awarded the IATA Operational Safety Audit (IOSA) certificate, a strict safety standard set by Aviation Quality Services (AQS), Vietnam Airlines joined the International Air Transport Association (IATA) as an official member, affirming its international standard

In June 2010, Vietnam Airlines joined SkyTeam, the world‟s second largest global airline alliance, affirming the carrier‟s new position on the global aviation map as the strategic partner of the alliance in Southeast Asia region as well as its international standard services

Positioning its internationally recognized brand as a young and modern carrier, Vietnam Airlines excelled further when signing large purchase orders of world‟s most modern, environment-friendly aircraft, such as Boeing B787 and Airbus A350-900 The airline is expected to reach 101 and 150 modern aircraft in 2015 and 2020, respectively, making solid steps integrating into the global aviation industry as one of leading regional carrier, which is fully ingrained with Vietnamese traditional culture

 Partners:

In order to better meet customers‟ demand and expectation, Vietnam Airlines has been expanding its cooperation with the world‟s and regional leading airlines,

SkyTeam 's Partners

Code-share agreement on flights between Ho Chi Minh

City - Paris, Hanoi - Paris

Code-share agreement on flights between Ho Chi Minh

City - Frankfurt, Hanoi - Frankfurt, Frankfurt - Prague

Alitalia

Code-share agreement on flights between Ho Chi Minh

City - Frankfurt, Hanoi - Frankfurt, Ho Chi Minh City -

Paris, Hanoi - Paris, Frankfurt - Rome, Paris - Rome

Korean Air

Code-share agreement on flights between Hanoi - Seoul,

Ho Chi Minh City - Seoul, Hanoi - Pusan, Ho Chi Minh

Royal Dutch Airlines

Code-share agreement on flights between Ho Chi Minh

City - Bangkok and Amsterdam - Frankfurt

Code-share agreement on flights between Narita - Los

Angeles, Narita - San Francisco, Narita - Atlanta, Narita -

Minneapolis, Narita - Seatle, Narita - Porland, Narita -

Honolulu, Atlanta - Dallas Ft Worth, Atlanta - Houston,

Atlanta - Miami, Atlanta- Washington D.C, Atlanta -

Austin, Minneapolis - Chicago, Minneapolis - Denver,

Minneapolis - Saint Louis, Minneapolis- Boston,

Ho Chi Minh City - Osaka, Hanoi - Narita, Ho Chi Minh

City - Narita, Hanoi – Fukuoka, Ho Chi Minh City-

Fukuoka, Hanoi - Nagoya, Osaka – Saporo, Osaka -

Haneda, Osaka – Okinawa, Nagoya – Sapporo, Narita –

Sapporo

China Airlines

Code-share agreement on flights between Taipei - Los

Angeles, Taipei - San Francisco, Hanoi - Taipei, Ho Chi

Minh City - Kao Shiung

Cathay Pacific

Code-share agreement on flights between Ho Chi Minh

City - Hong Kong, Hanoi - Hong Kong

Qantas Airways

Code-share agreement on flights between Ho Chi Minh

City - Sydney, Ho Chi Minh City - Melbourne

Code-share agreement on flights between Ho Chi Minh

City - Singapore, Singapore - Jakarta

Lao Airlines

Code-share agreement on flights between Hanoi -

Vientiane, Hanoi - Luang Prabang, Pakse - Hochiminh

City, Vientiane - Phnom Penh, Luang Prabang - Siem

Reap

Code-share agreement on flights between Ho Chi Minh

City - Siem Reap, Ho Chi Minh City - Phnom Penh,

Phnom Penh - Siem Reap

Etihad Airways

Code-share agreement on flights between Abu Dhabi -

Bangkok, Abu Dhabi - Kuala Lumpur, Hanoi - Bangkok,

Ho Chi Minh City- Bangkok, Hanoi - Kuala Lumpur, Ho

Chi Minh City - Kuala Lumpur

Israel Airlines

Code-share agreement on flights between Tel Aviv -

Hong Kong, Hanoi – Hong Kong (one way), Ho Chi

Minh City – Hong Kong

 Symbol and Logo:

Golden Lotus logo: The new logo featured one of the most enduring and

meaningful symbols of the Vietnamese people - the Lotus flower Vietnamese

people see the lotus as a symbol of their ancient culture and their ability to

withstand great adversity and retain their unique traditions The lotus is associated

with the enlightenment and perfection It is a common, yet noble and sacred

flower The gold color was chosen to show the high quality of our product and

evoke a sense of luxury

On October 20th, 2002, Vietnam Airlines introduced a new logo and corporate identity that symbolized its dramatic progress towards becoming a world-class airline The launch represented a complete repositioning and branding of Vietnam Airlines, coupled with significant improvements in its infrastructure, operations and fleet

Vision and mission:

Slogan: Bringing Vietnamese Culture to the World

Vision: Vietnam Airlines set the goal to maintain its position as the best Airline of Vietnam and become:

- A four star airline and the 3rd best airline in Southeast Asia region

- One of the best airline in the world

Mission: being the best means we try to achieve excellent in everything we do Our dynamic team offers the best quality service so that customers will happy when they choose Vietnam Airlines

 Fleet information:

Boeing 777 Fleet: With seating of more than 300 seats, the state-of-the-art fleet of B777 makes your travel an ultimate experience on Europe, Australia, Northeast Asia and domestic routes

Airbus 330 Fleet: The modern A330 fleet with seating capacities of 266 to 280 serves on North East Asia, Middle East, Australia and domestic routes

Airbus 320-321 Fleet: Flying widely around South East Asia and Hong Kong, China and domestic trunk and tourists routes with the convenience offered by Airbus 320/321of 150 ~184 seating capacity

Fokker 70 Fleet: Fly through trans-Indochina and locally on VN's widest domestic networks on the modern jetliner Fokker 70

ATR 72 Fleet: Fly around trans-Indochina and Vietnam local destinations on our modern ATR72 fleet of 68 seating capacity

Airbus 350-900 Fleet: This is the new generation of aircraft with innovative technology from Airbus manufacturer The delivery of VN's fleet will be in period from 2015 to 2020

Boeing 787 Fleet: As one of the first to order Boeing 787-9 Dreamliner of the cutting-edge technology, Vietnam Airlines wish to offer passenger with the ultimate experience on the air Vietnam Airlines is going to operate them in 2015

 Main lines of business

Air transport

- Regular scheduled flights for both passenger and cargo in the domestic and international markets

- Irregular scheduled flights: VIP charter flight and air charter operation

- Codeshare partnership (blocked seat/space) arrangements

Operational support

- Technical and commercial support services to airlines operating in Vietnam‟s domestic airports This includes technical support for aircraft at the airports, check-in procedures for passengers, luggage, packages and their handling, aircraft interior cleaning services, technical maintenance of equipments and specialized vehicles for aviation services;

- Ticket sale representatives for other airlines; foreign exchange services;

- Other services: commercial advertising on our publications; aircraft/house/infrastructure/airport facilities leasing; cargo handling and forwarding services; sale of duty free goods and other services

 Corporate and management structure

Pursuant to Decree No 183/2013/ND-CP dated November 15, 2013 issued

by the Government of Vietnamapproving the Corporate Charter and Ownership Structure of Vietnam Airlines, effective from January 5,

2014, Vietnam Airlines, as the one -member Limited Liability Compan wholly owned by the State, is organized and operated under a parent -subsidiary model in accordance with the provision of law Our Group structure consists of (i) Parent company (includes Head Offices and the dependent units); (ii) the Subsidiaries and Associates The following list sets forth in more details our organizational structure as approved in our equitization plan:

- The Head Office consists of Divisions and Departments;

- Dependent Units: Consists of 14 dependent units,32branches, and representative offices at 20 countries and territories These are parts

of our integrated supply chain

- 18 subsidiaries, in which we hold more than 50%, and 8 associates

in which we hold 20% to less than 50% These entities participate directly or indirectly in our aviation supply chain in order to provide

an integrated set of aviation solution, culminating in our product

 Human resource

As at the date of public disclosure of the company valuation result (14/05/2014), our total number of regular staffs and employees are 10,180 The following charts set forth information regarding the workforce composition on May 2014

By Age Under 30

31-40 41-50 51-55 56-60

By Gender

Male Female

(Source Prospectus Vietnam Airlines 2014)

1.2 Research introduction

1.2.1 Problem statement

VNA‟s workforce has grown significantly in terms of quantity and quality

in order to meet business requirements In fact, their workforce is young on average 75.9% of the team are under 45 years old, of which employees under 30 years old account for nearly 40% The proportion of graduate and postgraduate employees accounts for 45.8% Specialized aviation staff (pilot,

By Education

PhD Masters Undergraduate College

Polytechnique Vocational workers Technicians Untrained

By Department

Advisory and Strategy Flight operation Sales and Marketing Services

Technical Others

technical staff, and cabin attendant) accounts for the majority (60%) of our workforce With the goal of becoming a four-star airline by 2015 –2016 and one of the premium air transportation service providers in South East Asia

by 2020, besides the fleet and equipment renovation program, VNA have been placing special focus on recruitment and training, particularly for those require distinctive skill set in the operation such as pilot, flight attendant, engineer and aircraft technician VNA plan to gradually reduce the number of foreign professionals requiring high compensation and benefits package

However, the number of pilots, who apply for sick leave, had doubled during the 2013 to 2014 period Furthermore, there were 117 pilots filed for sick leave during the Lunar New Year holiday in 2015, while more than 30 pilots from the Airbus fleet wanted to resign It not only directly impacts the VNA's operations and business, but also negatively influences other pilots and staff members Moreover, some examples of antisocial behaviors in VNA include deliberately working slow, leaving the office early and showing favoritism, stealing from the company, accepting kickbacks etc These demonstrate that the antisocial behavior is a big problem of Vietnam Airline

On the other hand, many researchers in their studies have reported the negative outcomes associated with antisocial behavior (Salin 2003) The impact of

AB on victims include stress-related problems (Appelbaum & Matousek, 2007), while its impact on organizations include decreased employee commitment and productivity, as well as higher turnover rate and absenteeism (Hoel & Salin, 2003; Keashly Jagatic, 2003) Previously, spirituality and management have been thought to be incompatible, but presently they have become linked together (James, Miles, & Mullins, 2011) Academics and practitioners now realize that promoting workplace spirituality can help improve employee performance (James, Miles, & Mullins, 2011) However, none has looked at impact of work family conflict, job overload, frustration with work and job role ambiguity on the antisocial behavior,

to examine and analyze the diversified relationship of antisocial behavior among VNA workforce

1.2.2 Purpose of the study

This study primarily focuses on the impacts of low/high work family conflict, job overload, frustration with work and job role ambiguity towards the antisocial behavior The study is conducted in Vietnam Airlines

The research is structured as follows First, the literature on the work family conflict, job overload, frustration with work, job role ambiguity and antisocial behavior were reviewed and presented Second, a discussion of the research methodology procedures and issues is provided Third, the quantitative results of the survey's questionnaire are followed Finally, the discussions of the findings

in addition to the study conclusions, recommendations and limitations are presented

1.2.3 The scope of the research

A total of 320 questionnaires were distributed and personally administered among employees of personnel of VNA Filled 280 questionnaires were received, thus constituting an 87.5 % response rate

1.2.4 Research question

The following research questions guided the study:

- How does the work family conflict influent to antisocial behavior?

- What is the impact of job role ambiguity on antisocial behavior?

- What is the relation between job overload and antisocial behavior?

- How does frustration with work take influence on antisocial behavior?

CHAPTER II – LITERATURE REVIEW

2.1 Antisocial behaviors:

Latané and Darley (1970) devise 3 types of antisocial behavior First, Biological (nature), antisocial behavior such as aggression, is seen as genetic, where humans instinctively behave to protect themselves and other members of their species, and to complete for scarce resources Second, Environmental (nurture), this is the view that antisocial behavior is not innate, but is learned during the socialization process It suggests that classical and operant conditioning and also observational learning all contribute to the development of antisocial behavior Third, the interaction between nature and nurture, this approach suggests that, although we might be born with innate tendency to some forms of antisocial behavior, exactly how we act in antisocial ways is the product of learning from the environment

However, the literature has also focused more on understanding the relationships between antisocial behavior and other constructs, rather than only defining the nature of antisocial behavior itself For instance, Robinson and O‟Leary-Kelley (1998) describe negative behaviors by employees that have the potential to harm individuals and/or the organization Antisocial behaviors include breaking rules, damaging company property, hurting other workers, starting arguments with co-workers, and saying rude things about a supervisor or the organization Using social learning theory (Pandura, 1977), identified a number of individual and environmental antecedents Martinko and Zellars (1996) expanded this framework, incorporating attribution theory into the social learning explanation Other examples include Greenberg‟s (1990.1993), work on theft and Skarlicki and Folger‟s (1997) research on retaliation, both of which used principles of justice theory to explain antisocial employee actions These

approaches have resulted in important advances in the understanding of why and when employees engage in antisocial behavior

2.2 work family conflict

Work-family conflict is defined as “a form of inter role conflict in which the role pressures from the work and family domains are mutually incompatible in some respects” (Greenhaus & Beutell, 1985, p 77) Researchers have conceptualized work-family conflict as conflict due to work interfering with family (Frone, Russell, & Cooper, 1992; Netemeyer, Boles, & McMurrian, 1996) Research has found that high levels of work-family conflict are related to lower job satisfaction (Boles, Johnston, & Hair, 1997), and citizenship behavior (Bragger, Rodriguez-Srednicki, Kutcher, Indovino, & Rosner, 2005), and to higher levels of cigarette use and alcohol-related drinking (Frone, Barnes, & Farrell, 1994), hostility at work (Judge, Scott, & Ilies, 2006), absenteeism (Goff & Mount, 1991), and turnover (Boles et al., 1997) Thus, work-family conflict should have a positive relationship to AB

Research has found that high levels of work-family conflict are related to lower job satisfaction (Boles, Johnston, & Hair, 1997), and citizenship behavior (Bragger, Rodriguez-Srednicki, Kutcher, Indovino, & Rosner, 2005), hostility at work (Judge, Scott, & Ilies, 2006), absenteeism (Goff & Mount, 1991), and turnover (Boles et al., 1997) Previous research demonstrated that conflict between the work and family domain is correlated with attitudes about the workplace and job (e.g., Bacharach, Bamberger, and Conley 1991; Boles and Babin 1996; Netemeyer, Boles, and McMurrian 1996) Hence, WFC correlated negatively with social support from work and famiy, family satisfaction, job satisfaction, and life satisfaction (Adams et al., 1996; Carlson & Perrevé, 1999)

2.3 Job role ambiguity

According to role theory, role ambiguity refers to the lack of specificity and predicts ability for an employee‟s job or role functions and responsibility (Kahnetal., 1964; Beehr, 1976) Unclear role-related information may lead to role ambiguity Role Ambiguity is also defined as “the absence of satisfactory information which is required in order for persons to accomplish their role in a satisfactory manner” (Zhao & Rashid, 2010) Role ambiguity arises when roles for a particular position are unclear, uncertain and poorly-defined Performers deviate on role anticipations, not due to role conflict but because role expectations are unclear (Glissmeyer et al., 1985) For example, job description is a list that a person might use for general tasks, or functions, and responsibilities of a position It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job If these are not properly discussed or mention so role ambiguity will arise The study

of Walshet al., (1976), Dougherty and Cordes (1993), Cooper (1991), Dyerand Quine, (1998), and Ursprung, (1986) found that when the individual lacks the information there will be role ambiguity In the study of Muchinsky, (1997) and Jackson and Schuler, (1985) that role ambiguity will lead to negative outcomes which such as anxiety, helplessness and confusion and depression among employees

2.4 job overload

Work overload represents the weight of the hours, the sacrifice of time, and the sense of frustration with the inability to complete tasks in the time given Gmelchet al (1992) cites the time, pace, and pressure as major factors contributing to stress and burnout Work overload arises as a complex factor in the

qualitative studies conducted by Duke (1988) and Whitaker (1996) Duke interviewed high achieving principals who considered leaving their jobs Whitaker surveyed those who showed high levels of stress The people interviewed had worked hard to earn their positions and had entered them with great hope of making a difference Once they discovered that the job was essentially undoable given the time and resources provided Perception that the job could not possibly

be done led them to consider resignation People interviewed in these studies also cited unrealized expectations of reward, recognition, and success; too many emotionally draining interactions; and disparate expectations from supervisors, employees, colleagues as contributors to a sense of hopelessness in their positions

The number of hours on the job is a component of work overload Sparks, Cooper, Fried, and Shirom (1997) (cited in Cooper et al., 2001) found "small, but statistically significant correlations between hours of work and overall health Individuals who worked excessive hours showed more symptoms of ill health" Furthermore, in 1908, Yerkes and Dodson proposed their now well-known Yerkes- Dodson Law, which states that there is an inverted U relationship between the amount of work required of a person and his performance Each individual therefore has an optimal band of workload Substantial deviations above or below this optimal band are likely to induce strain (Cooper et al., p 31)

2.5 Frustration with work

Frustration is often defined in different ways, making the subject itself somewhat ambiguous Frustration was first introduced by Sigmund Freud as a concept both external and internal in nature, and related to the concept of goal attainment Frustration occurs when there is an inhibiting condition that interferes with or stops the realization of a goal All action has a purpose or goal, whether explicit or implicit, and any interruption to the completion of an action or task can

cause frustration For Freud, frustration included both external barriers to goal attainment and internal obstacles blocking satisfaction (Freud 1921)

This concept of frustration as a duality is continued in the analysis of frustration as both cause and effect (Brittand Janus 1940) As a cause, frustration

is an external event, acting as a stimulus to an individual and eliciting an emotional reaction In this case, the emotional response is the effect, and the individual is aroused by this external cause and a response is often directed towards the environment

Dollard et al define frustration as „an interference with the occurrence of an instigated goal-response at its proper time in the behavior sequence‟ (Dollard, Doob et al 1939) Because an instigated goal response entails only that the goal be anticipated, frustration is due to the expectation and anticipation of a goal, not the actual attainment of the goal (Berkowitz 1978) If the goal is unfulfilled, frustration is experienced because satisfaction was not achieved and hopes were suddenly thwarted The thwarting or hindrance – terms often used synonymously with frustration – is not limited to the actual activity in progress, but relates to what the individual is expecting (Mowrer 1938a) Frustrations, in all cases, are aversive events (Ferster 1957), having as their main defining feature the element

of a barrier or obstruction This barrier can take the form of an actual barrier, or an imaginary one such as the response to anticipated punishment or injury (Mowrer 1938b) A frustrating situation, then, is defined as any „in which an obstacle – physical, social, conceptual or environmental – prevents the satisfaction of a desire‟ (Barker 1938) These blocks to goal attainment may be both internal and external (Shorkey and Crocker 1981), similar to the duality proposed by Freud Internal blocks consist of deficiencies within the individual such as a lack of knowledge, skill, or physical ability External blocks could include the physical environment, social or legal barriers such as laws or mores, or the behavior of other people

CHAPTER III: RESEARCH MODEL AND

- Work Family Conflict (WFC)

- Job Role Ambiguity (JRA)

- Job Overload (JO)

- Frustration with Work (FWW)

+H3

+H4

3.1.3 Constructs:

- Key construct: Antisocial Behavior (AB)

- Other constructs:

 Work Family Conflict (WFC)

 Job Role Ambiguity (JRA)

 Job Overload (JO)

 Frustration with Work (FWW)

3.2 Research Hypothesis

- Hypothesis 1: Work Family Conflict is positive with Antisocial Behavior

Longitudinal studies have shown support for a positive relationship between positive affect and time spent in social activities (e.g., Clark & Watson, 1988; Watson, 1988; Watson, 2000) In addition, in a recent large-scale study of employed women, Kahneman, Kreuger, Schkade, Schwarz, and Stone (2004) found that participants experienced the highest levels of positive affect and the lowest levels of negative affect when engaged in social activities with friends, relatives, spouses, and children These findings suggest that positive affect and negative affect are related to the social interactions in which one engages, especially when those interactions are with people closest to the individual (e.g family and friends) Similarly, Lucas and Diener (2001, p 344) suggested that positive affect increases social behavior “only if the social behavior is rewarding and active” and identified interactions with friends and family as a specific example of such rewarding social behaviors However, previous work-family research has not examined such explicit behaviors as outcomes of work-to-family conflict The two work-family studies that did address employee behaviors in the family domain (Repetti, 1989; Schulz et al., 2004) focused on aversive behaviors