Factors affecting to work family conflict ai viet nam lubricants chemical JSC (vilube corporation)

This study investigated the relationship between Work-Family Conflict with Overall job satisfaction, Career commitment, Person – Environment fit and Supervisory Support in Vilube Corpora

RESEARCH PROJECT

(BMBR5103)

FACTORS AFFECTING TO WORK-FAMILY CONFLICT

AT VIETNAM LUBRICANTS & CHEMICAL JSC

ABBREVIATIONS 6 

LIST OF FIGURES AND TABLE 7 

ABSTRACT 8 

CHAPTER I: INTRODUCTION 9 

1.  RESEARCH INTRODUCTION 9 

2.  VILUBE CORPORATION OVERVIEW AND INTRODUCTION 10 

2.1.  Vilube and motul partnership: 11 

2.2.  Goods & services 12 

2.3.  Manufacturing & production capacity & capability 13 

2.4.  Marketing objectives 13 

2.5.  Vilube corporation description 14 

2.6.  Vilube company history & development 16 

2.7.  Vilube company organization chart 16 

2.8.  Vilube strategic focus & plan 17 

2.9.  Mission and Vision: 18 

2.10.  Vilube’s economic recovery risks 18 

2.11.  Regulatory 20 

2.12.  Industry analysis/trends 21 

CHAPTER II: LITTERATURE REVIEW 23 

1.  WORK – FAMILY CONFLICT 23 

2.  OVERALL JOB SATISFACTION 29 

3.  CAREER COMMITMENT 34 

4.  PERSON – ENVIRONMENT FIT 36 

5.  SUPERVISORY SUPPORT 36 

CHARPTER III: RESEARCH HYPOTHESES AND MODEL 39 

1.  RESEARCH HYPOTHESES 39 

1.1.  Instruments 39 

2.1.  Dependent Variables 47 

2.2.  Independent Variables 47 

2.3.  Measure of variable: 48 

CHARPTER IV: DATA ANALYSIS AND REPORT 49 

1.  DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS 49 

2.  RELIABILITY STATISTICS 51 

3.  DESCRIPTIVE STATISTICS 52 

4.  CORRELATION STATISTICS 53 

5.  Hypotheses Testing Results 54 

CHAPTER V: DISCUSSION AND CONCLUSIONS 56 

1.  DISCUSSION 56 

1.1.  Organizational culture: 56 

1.2.  Supervisor support: 56 

1.3.  Family-oriented benefits: 56 

2.  SIGNIFICANT OF THE RESEARCH 57 

3.  LIMITATION OF THE STUDY & RECOMMENDATION 57 

4.  CONCLUSION 58 

REFERENCES 60 

APPENDIX 1 63 

APPENDIX 2 68 

life after work This will be satisfied with the current position and that's what we are looking for We spend all most of the time at work every day, so do not "lock" ourselves with a job does not bring you to enjoy the family life with happiness and interesting life On that really is the basic of work and life, we perceive the importance of the organization which what we are in researching to find the way to improve the balancing between work and family life

Take of this chance, I would like to give my sincerely thanks to Dr Nguyen The Khai – who had instructed of Business Research Methods and gave us valuable lessons through his board knowledge to help me to complete this research In the end of the course, we finally find it is a very interesting subject which given us quite essential knowledge and touch our inspiration for researching any problems that may happen in our work and in our daily life

I would like to give so much thanks to my colleagues – MBAOUM0914 – K15C – who had helped me to complete the discussion on work – family conflict and helping together with any misunderstandings about the lessons through BRM subject

I would like to give great thanks to my family for supporting me during the MBA program which almost comes to the end

Lastly, I would like to give my especially thanks to my wife who had very special given the right engine and energy for me to make life easier and more joyful during the time of my MBA course

Within the limited knowledge and the time allowance, the research project may contain mistakes; therefore, I do hope to receive the valuable comments from the instructor and all for further understanding and development

Thank you so much

- MOTUL : Motul Corporation (Lubricants industry – in France)

- AO : Automotive Oils

- IO : Industrial Oils

- WFC : Work – Family Conflict

- OJS : Overall Job Satisfaction

- CC : Career Commitment

- PEF : Person – Environment Fit

- SS : Supervisory Support

- AOP : Annual Operating Plan

- R&D : Research and Development

- HCMC : Ho Chi Minh City

Figure 02: Lubricant products of Vilube Corporation

Figure 03: Production Processing at Vilube Factory – Nha Be District Figure 04: Vilube Corporation’s events – Moto-show

Figure 05: Vilube organization chart

Figure 06: Vilube strategy imaging

Correlation statistics Hypotheses Testing Results Coefficients

The issue of work and family interaction attracts a lot of attention in the academic field In this research, I devoted all my energy into the exploration of the mystery of how people manage themselves to live in the work domain and family domain at the same time Through the discovery of influence of work-family linkage, people may know to adjust themselves between the work life and family life People can try to change their linkage patterns and organization can be understood more on the impacted factors and find the way to improve to support employees in order to reduce their work-family conflict

This study investigated the relationship between Work-Family Conflict with Overall job satisfaction, Career commitment, Person – Environment fit and Supervisory Support in Vilube Corporation Organization

Keywords: Work-family conflict, Overall job satisfaction, Career commitment,

Person – Environment fit, Supervisory support

An employee's who balance between work and family with his job is the result of

a combination of factors overall job satisfaction, career commitment and environment fit, with supervisory support through the Vilube organization.Management's role in enhancing employees' balancing work-family conflict is to make sure the work environment is positive, morale is high and employees have the resources they need to accomplish the tasks they have been assigned with best career commitment in the organization In order to help the management team have

person-an overview of the effects of overall job satisfaction, career commitment person-and person – environment fit, with supervisory support on work – family conflict, this study assess the validity of the relationship among them in Vilube corporation working environment After that management team will define the strategies to satisfy employees, aims to enhance the employee’s performance and commitment Therefore, the specific objectives of this study are:

 To assess whether there is a positive relationship between Overall Job Satisfaction and the Work – Family Conflict

 To assess whether there is a positive relationship between Career Commitment and the Work – Family Conflict

 To assess whether there is a positive relationship between Person – Environment Fit and the Work – Family Conflict

 To assess whether there is a positive relationship between Supervisory Support and the Work – Family Conflict

This study is structured into six sections Section 1, comprises of an introduction

to the research study The problem statement briefly outlines the constructs and reasons for this study Research constructs theory and the relation among them are discussed in the literature review of section 2 Next, in the section 3, research methods are discussed Section 4 deals mainly with the statistical analysis of the empirical results of this study The aim of the study is stated, after which the method is explained in depth Further, data analysis is presented, after which the results are discussed Section 5 deals with the conclusion to this study Section 6, concludes with a discussion of limitations and recommendations suggested

2 VILUBE CORPORATION OVERVIEW AND INTRODUCTION

Figure 1: Vilube Factory at Nha Be District, HCMC

Officially established in 1994, Vietnam Lubricants and Chemicals Joint Stock Corporation-Vilube has been known by domestic and foreign consumers as one of the leading lubricant producer in Vietnam

Awards: High Quality Vietnam Goods Awards, Gold Stars Awards, Strong

Brand Awards VILUBE Office is now located on eleventh floor of Tuildonai Building at 119 Dien Bien Phu Street, District 1, Ho Chi Minh City In 2001, VILUBE decided to invest in building a lubricant blending at 190 Nguyen Van Tao

St, Hamlet 1, Long Thoi Village, Nha Be Dist HCMC

2.1 Vilube and motul partnership:

In 2008 VILUBE officially became a member of Motul Asia Pacific Vilube now

is 100% foreign investment company owned by Motul (France)

Motul is a world-class French company with more than 150 years of experience specializing in hi-tech lubricant which is specifically used for racing vehicles in the most extreme and challenging condition

Towards people: In recent years, Vilube has placed special importance in

training young, enthusiastic, dynamic, highly-skilled and creative staffs Up to now, the company consists of highly-trained staffs, including engineers, all of them with thorough technical knowledge and good management skills

Toward quality: Before any single product reaches consumer's hand, Vilube

ensures that it has passed the quality checking process

Base oils, additives and finished oils samples tested are stored in retain sample room in accordance with regulated time which is based on different products

All filling lines have automatic checking parts to remove containers which do not meet the standard of weight This is to guarantee accurate volume of the products

Towards environment: At Vilube, not only does the group's board of directors

pay special attention to product quality and the factory's production capability but they also take into account Health-Safety & Environment (or HSE in short)

The factory's environmental protection project is highly appreciated by local authorities with better-than-regulated periodic supervision evaluation

2.2 Goods & services

Figure 2: Lubricant products of Vilube Corporation

2.3 Manufacturing & production capacity & capability

Figure 3: Production Processing at Vilube Factory – Nha Be District

2.4 Marketing objectives

Marketing Objectives: To be a TOP CHOICE BRAND among Local Lubricant

Brands focusing on Commercial Vehicle Oils and Commercial Industrial Oils

Imaging our product in the eyes of the consumer:

Products:

High – tech lubricant oils in Automotive and Industrial field

Multi – channel marketing will be used to offer Vilube products

Moto-show is the hot events in Vietnam which best moto riders, famous moto –stunter from America – Ms Leah Peterson

Figure 4: Vilube Corporation’s events – Moto-show

2.5 Vilube corporation description

Vietnam Lubricants & Chemical Joint Stock Company: The investment in

Vietnam Lubricants and Chemical JSC, marks MOTUL's commitment to its customers and partners in Asia – Pacific Originally established in 1994 as Toan Tam Co., ltd; Vilube operates its own blending facilities near Hiep Phuoc Industrial Park in the Nha Be District, in Ho Chi Minh City

Vilube has come a long way since its early days of blending for the oil majors: Caltex, Esso and Mobil Through its own efforts, it succeeded in winning the award

of "High Quality Vietnamese Product" for 2 consecutive years in 2005 and 2006

Vilube was also the first Vietnamese lubricant company to receive the Japanese Automobile Standard Organization (JASO) certificates for its motorcycle oils With such experience and achievements, Vilube has proven its dedication to the production of quality automotive oils Vilube is headquartered in Ho Chi Minh City and has 4 branches located strategically across Vietnam's economic hub; Hanoi (Northern region), Da Nang (Central region), Can Tho (Mekong Delta) and in Ho Chi Minh City

Vilube was the natural choice

As an already well-recognized premium and high technology automotive oil supplier in the region, MOTUL wanted to increase its presence in the Asia – Pacific region Being a player in such a fast developing region implies a very fast reaction

to customer demands and needs

A suitable production base needed to be founded to service its growing number

of customers in the region: a base enabling a consistent level of quality, a high flexibility, and securing R&D confidentiality Production control and flexibility were essential to enable MOTUL to serve its customers and grow its presence

Vilube was the natural choice; Located through this investment in the growing domestic market of Vietnam with a young workforce and a developing working class, MOTUL could access Vilube's production facility as a production base for

exports and gain a foothold for itself in this fast-growing market Most of all, MOTUL found a very willing, eager, hard-working and capable workforce that already had a deeply entrenched quality culture

Customers who have placed their confidence in MOTUL will never be disappointed MOTUL's products will always have a consistent quality regardless of their place of production MOTUL stands for high – technology, quality, and a high performance This reputation is maintained within Vilube through regular training

of the working teams, careful screening of raw materials, selection of prime accredited suppliers and through work culture

Vilube is now are member of Motul – one of the famous lubricant oil products in the world which people and OEMs know much for the best racing car – F1 – the newest products in Vietnam market Factory in Vietnam can maximize the production capacity fully per year is 40K tons of lubricant oils

We are installed more new Motultech line and maximize production capacity for Industrial oils in markets The new Flexspout Cap lining is on operations as well as efficiency improvement to the better and qualify Motul products in its facilities in Vietnam As per leading by the strong team at Factory, we are continuously improving the Factory with full purpose of building talent, environment and Human sustainability

Beside the slope of development, Factory team is building the manufacturing capacity which included Overall Equipment Effectiveness improvement, Machine capacity improvement and Production capacity improvement Bottlenecks are clarifying and solutions to be solved out by years Step changes will be applied for the rest of development

Re-organization and factory re-structure are critical projects for the time of development We are in changes and strategic each year for improvement Set the systematic program, put into operations and control We have strong Sales & marketing team through Vietnam country and included Thailand, Lao and

Cambodia markets With the best experiences in many years on lubricant oils & gas field, the team will strongly go through the market shares and launching our products in markets Marketing strategy is now focusing on the automotive oils and Industrial oils, which fulfil the needs of markets on the industrial operations

2.6 Vilube company history & development

2.7 Vilube company organization chart

Figure 5: Vilube organization chart

2.8 Vilube strategic focus & plan

The Strategic Focus and Plan sets the strategic direction for the entire Vilube organization, a direction with which proposed actions of the marketing plan must be consistent

This section may or may not be included in the marketing plan, depending on the plan’s intended audience

The components of this section of the marketing plan consist of the mission/vision, goals, and core competency/sustainable competitive advantage

Core competency

Vilube strategy – 5-Year plan

Figure 6: Vilube strategy imaging

2.9 Mission and Vision:

MISSION:

Distributing:

Motul Brand: To be among TOP FIVE PLAYERS in term of MARKET

SHARE focusing on Motor Cycle Oils and Passenger Car Motor Oils in Vietnam by

2020

Vilube Brand: To be a TOP CHOICE BRAND among Local Lubricant Brands

focusing on Commercial Vehicle Oils and Commercial Industrial Oils

Manufacturing: To be the most efficient Local Lubricating Oil Blending Plant

(LOBP) in Vietnam by 2020

VISION: MOTUL affirms as a High-Technology lubricant brand with full range

of product lines to satisfy Automotive Oils market demand

Co-branded brand target to regain market shares from international brand and

will be a key driver to switch the whole volume and distributor system of Vilube to

Motul brand VILUBE Brands are targeted defending its market shares and sales

volumes by leveraging international values from MOTUL

2.10 Vilube’s economic recovery risks

- Firstly, the macroeconomic policy caught in dilemma There is little space for

fiscal policy due both to high national debt resulted from the stimulating plan in the

2008 financial crisis, and to the enormous size of balance sheet of the Fed and the European Central Bank Many countries have to cut public expenditures and implement the fiscal austerity plan to deal with the financial pressure Moreover, because of the money injected to the financial system did not flow to enterprises, the risks of property and financial bubbles are increasing

- Secondly, the current US dollar-dominated international monetary system has

led to the global economic imbalances The USD alone does not only fail to resolve the “Triffin dilemma”, but also causes cyclical depreciation of USD and current

account deficits The United States has a unique “wealth-generating mechanism” in the world, but it has become a well-known “problem-generating mechanism”

- Thirdly, the higher proportion of capital required for commercial banks could

affect the world economy and the banking industry Recently, the Basel Committee has announced the Basel Accord Ⅲ that aims to strengthen the banking system through higher capital requirement for the banking sector The agreement provides that by January 1st of 2015, commercial banks are required to raise the capital adequacy ratio from 4% to 6% The proportion of the “core” capital composed of common shares to banking risk assets is required to rise from 2% to 4.5% This is the largest financial reform over the last few decades designed for banks to reduce highly risky business and to ensure the health and stability of the banking sector

- Fourthly, the current world trade protectionism impedes the free movement of

goods and the development of economic globalization Free trade will usually be a strong driving force of global economic recovery during the economic crisis However, based on the World Trade Organization 2009 Bulletin, the number of non-tariff barriers has risen by 17%, from 1272 in 2008 to 1489 in 2009 As the international financial crisis spreads and deepens, trade protectionism is becoming increasingly serious In addition, some countries have depreciated their currencies

to boost exports, and other countries have asked them for currency revaluation through political pressure I think this is also a kind of protectionist practices

And there are four developing opportunities for the current world economy:

- First of all, the current world economy has got rid of negative impact of the

global financial crisis Comparing with most developed economies that have experienced a slight recovery, developing countries have achieved relatively faster economic growth The emerging economies become the engine of the global economic development

- Secondly, international trade and foreign direct investment have been rapidly

recovered In particular, international trade has presented faster growth, with rising trade prices and larger amount of foreign direct investment in 2010

- Thirdly, financial control and risk management have been strengthened On

21st July 2010, US President Barack Obama launched the 2010 Wall Street reform and Consumer Protection Act, with two central ideas of systemic financial risk control and financial consumer protection EU plans to establish three authorities in

2011, responsible for supervising banks, financial transactions and insurance risks Systemic Risk Management Board is about to be established as well to supervise systemic financial risks

- Finally, the reform of global economic governance has been launched and the

G20 has become an important platform for international economic coordination The G20 has a broader scale of members, with the participant of China, India, Brazil and some other countries, comparing with the G-7 There are three major problems within the current global governance structure Firstly, there is no enough voice from the emerging economies which is incompatible with their increasing international economic positions and influences The second is the unbalanced global distribution of benefits Thirdly, regarding the global climate change issues, disagreements exist between the developing and developed countries

2.11 Regulatory

The Lubricant products have been drafted based on the following principles:

- Adopting the most appropriate licensing regime by having regard to the existing level of competition within each petroleum products market as well as existing agreements with the Government

- Protecting the interests of consumers by regulating prices, if and when required until fair competition is established as well as the formulation of quality, safety, operational, environmental and emergency standards

- Creating a level playing field and facilitating workable competition by establishing non-discriminatory regulated access to essential infrastructure facilities as well as regulating wholesale & retail markets

- Making rules in relation to the importation, exportation, refining, blending, production, storage, wholesaling, distribution, transportation and retailing of lubricant resources/products

- Issuing of licenses

- Price regulation

- Setting and enforcing standards for petroleum products

- Regulating access to certain essential infrastructure facilities and

- Advising the government on related matters

2.12 Industry analysis/trends

Booms and Recessions in the Market of Oils and Lubricants:

Global market of crude oil industries has always been not as stable, as it has already seen in past years we have witness many fluctuations in terms of prices and demands from all over the world, especially in countries like Canada, Japan, China and United States where market of crude oil is very high as most of the cars, jets and earth moving machineries are being manufactured in these countries and most

of the developing programs are also being taking place in such modern and developed countries

But somehow the stats shows that 2016 would be different from past years as it could be the year in which Global Market would remain stable and balanced, however the global economy is sucking every country causing a heap of an uncertainty for oil industries worldwide

Especially for not so developed countries and mostly under developing countries which increases the demand for synthetics

How synthetic oils are different?

As Synthetic oil are little cheap in prices then modified petroleum special compounds as it’s consisting chemical compounds, which are artificially made from crude oil

But the demand is somehow segmented on the basis of requirement by their machineries and manufacturers as most of the aircrafts, which consisting jet engines can easily work on synthetic crude oil where aircrafts with having piston engines works only on refined petroleum

This segmentation is also seen and analyzed on different territories of the world and after the research and witnessing stats and analyzed data shows the result that countries of Asia Pacific, Europe and North-America uses hydraulic fluids, chain-saw and turbine oils for the use of consumer automotive and for commercial purpose they use Bio Lubricant

And this study helps in forecasting the results for 2015 to 2020 for the lubricant industries of the world, which also generates competition in synthetic lubricant industries and bio based oil markets

CHAPTER II: LITTERATURE REVIEW

1 WORK – FAMILY CONFLICT

Changes in the workplace and demography of employees have made studying the relationship between work and family more important Research that examines work-family conflict has advanced over the last few decades and has led to the development of theoretical models, empirical studies, and organization-sponsored work-family initiatives

As organizations attempt to help employees manage the balance between work and family demands, there is a growing body of research on the topic of work-family conflict Besides the rapid increase of married women entering the work force while continuing to maintain the majority of the family and household responsibilities (Jackson, Tal, & Sullivan, 2003), the interest in the topic has also in large measures been fueled by the recognition that work-family concerns are highly salient for the well-being of employees Empirical evidence also confirms that work-family conflict is often a severe stress factor at work leading to various negative outcomes, including impaired well-being (Karatepe & Tekinkus, 2006) This research is being identified work-family conflict as one of the major stressors in the workplace in the Vilube Corporation In this organization, time in employment increased for many, as did the non-work demands resulting from the continued change in family structures and the continued rise in the percentage of employees with child care, elder care or both Men have assumed more family responsibilities, in part due to high rates of divorce resulting in increased involvement in single parenting (Gill & Davidson, 2001) As a result, many men, like women, are beginning to experience increased levels of stress and conflict as they juggle work and parenting responsibilities (Tennant & Sperry, 2003)

The concept of work-family conflict has been explained by Kahn, Wolfe, Quinn, Snoek, & Rosenthall (1964) using the role theory framework They proposed that the major determinant of an individual’s behavior is the expectation of behavior that

others have for him or her The role theory predicts that the expectation surrounding each of these different roles a person performs can generate inter-role conflict when they involve pressure to dominate the time of the focal person to satisfy all expectations of his or her work and family roles since each role requires time, energy and commitment Using this framework, Kahn et al (1964) defined work family conflict as a form of inter-role conflict in which the role pressures from work and family spheres are mutually incompatible Such incompatibility is indicated by the fact that participation in the work role is made more difficult by virtue of participation in the family role and vice versa

Besides the negative influence of participation in several roles, the social identity theory proposes that people can invest in several roles and achieve work-family balance by ensuring that conflicting identities in their multiple roles are separated,

or by applying consistent personal values across identities (Lobel, 1991) By ordering these various identities on the basis of salience to the individual, this conflict can be resolved For example, when roles with higher salience receive a higher level of time investment by the individual because they are more central to that person’s self-image, effort and identity is kept in a state of equilibrium and conflict may be avoided The enrichment argument suggests that a greater number

of role commitments provide benefits to individuals rather than draining them (Rothbard, 2001) There are several resources derived from one's work role, such as income, job autonomy, and social support from co-workers and/or supervisor, that can positively influence one's experiences and well-being in the family domain Similarly, individuals' home and family lives can also strengthen or enrich the quality of their work lives by providing a variety of supportive resources to draw upon

It is evident that our work lives can either enhance or detract from our family lives In the same manner, our family lives can have positive or negative influences

on our work attitudes, behaviors, and outcomes For example, extensive and inflexible work hours, over-involvement in work, and job stress may produce

distress within the family domain, as well as withdrawal from family responsibilities, and adversely affect one's overall quality of life Similarly, extensive care-giving responsibilities and intensive involvement with family activities can limit individuals' career choices and aspirations and negatively affect their work involvement, job satisfaction, and intention to continue their employment Although researchers argue that both depletion and enrichment processes operate simultaneously for employees who assume both roles (Ohlott, Graves, & Ruderman 2004; Ruderman et al 2002; Wadsworth & Owens, 2007), work-family interference still must be managed because the existence of enhancement does not eliminate role conflict

Work-family conflict has been conceptualized by Greenhaus and Beutell (1985)

on the basis of source of conflict They divided work-family conflict into three types of conflict, namely, time-based, strain-based and behavior-based conflicts Time-based conflict refers to the conflict that arises when the time devoted to one role makes it difficult for the individual to participate in the other role An example might be where a parent-teacher meeting conflicts with an important meeting at work (e.g., requiring employees to work late with little notice might make it difficult for employees to meet family obligations, like picking up a child at daycare) According to Buck, Lee, MacDermid and Smith (2000), the notion of time-based work family conflicts is derived from the scarcity model which suggests that human energy is in limited quantity, although research (Nordenmark, 2002) seems to also support the expansion model which argues that alternative resources provided by multiple roles outweigh the possible stressful effects of multiple role engagements

Overall, this research is recognizing that work-family conflict is a complex, multi-dimensional construct Work – Family Conflict is conceptualized as a construct with dual direction (work-to-family and family-to-work), multiple forms (time-based, strain-based, and behavior-based) and specific to multiple life roles (e.g., spouse, parental, elder care, home care, and leisure) Acknowledging the

prevalence of work-family conflict and its negative outcomes, it is therefore critical

to develop a model on predictors of Work – Family Conflict

Work – Family Conflict has been defined as a form of inter-role conflict in which the role pressures from work and family domains are mutually incompatible This definition implies a bidirectional relation Work – Family Conflict (WFC) occurs when work related demands interfere with home responsibilities Type of conflict (WFC) has been positively related to employees’ overall job satisfaction Life-work fit is defined as workers’ perception that the job is balanced with home life they feel safe doing the work and that they have flexibility to attend to work and home duties Work-life balance also reflects fit between personal life and work life

The impact work has had on family constantly changes over time Even though some consider work and family separate domains, in which a person’s role alternates between husband or wife and employee, it is significant to see how the impact of work has carried over to the social life outside of the office and changed the relationships amongst family members

Although there are positive reasons and fulfillment one can gain from work, such

as “self-worth or dignity” (Reich, 2001), the focus in this paper is on the negative consequences of Americans’ increasing weekly work hours on the family sphere as well as the solutions that can be taken by affected families to balance the conflict between work demands and family (p.56) Many social researchers have investigated this work-family relationship and turned to various theories to explain the consequences that follow from work-family conflicts, and these can also be applied to the correlation between longer work hours and family life While many Americans long to create families in their futures, will the demand for work in the new economy prolong this dream, or will more employees turn to other solutions to create a more balanced life between work and familial obligations?

Work – Family Conflict is an inter-role conflict in which the role demands of one sphere (work or family) are incompatible with the role demands of another sphere (work or family)

Changes in the workplace and demography of employees have made studying the relationship between work and family more important

As organizations attempt to help employees manage the balance between work and family demands, there is a growing body of research on the topic of work-family conflict

In this research, I have identified work-family conflict as one of the major stressors in the workplace

The social identity theory proposes that people can invest in several roles and achieve work-family balance

It is therefore critical to develop a model on predictors of work-family conflict Role theory refers to the social role an employee plays in the work domain, and how their experienced strain can negatively affect the performance in the familial domain (Googins, 1991, p.23) Resources at work, such as job authority, hours worked, and job satisfaction affect this social role the worker plays, and depending

on whether the employee is provided these resources in a positive way (satisfactory job authority and work hours), s/he will have more or less work-family conflict (Friedman & Greenhaus, 2000, p.122-124) Edwards and Rothbard (2000) confirmed that “added work expectations and job involvement [are] predictors of work conflict and family expectations” (p.213)

Spillover theory, according to Fredriksen-Goldsen and Scharlach (2001), revolves around the conceptualization that the work sphere can have a positive or negative impact on the family sphere, meaning that attitudes and behaviors (such as distress from working long hours) can create distress at home with family members (p.55-56) Googins (1991) termed this process “negative spillover,” and elaborated

that “negative interference resulting from a person’s experiencing problems in [the work domain] affects the performance in [the familial domain]” (p.23) However, work can also literally spill into one’s family life when one has to take home amounts of work to complete them for a deadline

Conflict theory implies that there is an inevitable conflict between work and family because both spheres are “generally incompatible, given their differing demands, responsibilities, expectations, and norms (Fredriksen-Goldsen & Scharlach, 2001, p.56) It is assumed that anything at work will create some kind of conflict at home

All three theories revolve around work aspects that can psychologically influence

a worker to experience work-family conflict at home, but the spillover theory, as well as the conflict theory also brings out the issue of physical aspects of work that can cause conflict, such as having to bring incomplete work assignments home to the family to get them done Role theory is mostly about how resources at work can psychologically influence the worker to exhibit negative emotions or attitude at home The conflict theory on its own is a more extreme version of how resources from work can psychologically and literally cause the worker to experience conflict with family, whether it is hours spent at work or being under stress Although these theories all have a different take on how work-family conflict occurs, they all have something in common: they show that there is a conflict between work and family spheres The consequences that are described in the theories call for a method to lessen role strain, negative spillover, and family conflict such that a healthy balance can be established between work and family life

Work family conflict is considered to be an important issue in today’s business world (Burke & El – Kot, 2010: Grandey, Cordeino, & Crouter, 2005) In recent years, there has been an increasing interest in the conflict between work and family life domains, and recent studies highlight the conflict experienced by individuals

between their roles in the family and at work, which is covered under the heading called work – family conflict

The work family conflict is one of the issues in modern society There are so many argument related work family conflict in the world Contemporary business world is not family friendly, insufficient social security arrangements and frequent economic crises have significant negative effects on family The work family conflict should not be considered as a problem of an organization alone It is a deviation from the existing family life And the work family conflict is regarded as

an inevitable consequence of employee functionality It adversely affects the health and performance of the employees of an organization Hence, it should be understood that if the work family conflict of an individual worker not only affects the institution or organization he/she concerned but also other institutions and organization of an economy as well

Work-family conflict is a common problem among employees As well as being socially undesirable, such conflict also negatively impact a number of other areas For example, such conflict has been found to increase the risk of prolonged fatigue and is associated with higher levels of absenteeism

2 OVERALL JOB SATISFACTION

Overall job satisfaction refers to how well a job provides fulfillment of a need or want, or how well it serves as a source or means of enjoyment Overall job satisfaction is the degree to which individuals feel positively or negatively about their jobs

When discussing human needs, growth, and self-actualization, one cannot look far before finding Abraham Maslow and his “hierarchy of needs”

Maslow’s (1954) traditionalist views of job satisfaction were based on his tier model of human needs At the lowest tier, basic life sustaining needs such as water, food, and shelter were identified

five-The next level consisted of physical and financial security, while the third tier included needs of social acceptance, belonging, and love

The fourth tier incorporated self-esteem needs and recognition by one’s peers and

at the top of the pyramid was reserved for self-actualization needs such as personal autonomy and self-direction

According to Maslow, the needs of an individual exist in a logical order and that the basic lower level needs must be satisfied before those at higher levels

Process theories attempt to explain job satisfaction by looking at expectancies and values (Gruneberg, 1979)

This theory of job satisfaction suggests that workers’ select their behaviors in order to meet their needs

Within this framework, Adams’ (1963) and Vroom (1982) have become the most prominent theorists J Stacy Adams’ suggested that people perceive their job as a series of inputs and outcomes

Satisfaction in general refers to the overall positive feelings people have about anything It may be an organization, whether as an employee, customer, supplier, or regulator It can be measured informally by listening to people talk or by asking them how they feel (Curtis & Phillp, 2001) Thus, overall job satisfaction would express such positive feeling of an individual towards his/her job (Robins & Coulter, 2003; Daft, 2003) In general people experience this attitude when their work matches their needs and interest, when working condition and rewards are satisfactory and when the employees like their co-workers Overall job satisfaction

is important because satisfied employees are perceived to perform better

Job satisfaction is defined as “the pleasurable emotional state resulting from the appraisal of one’s job as achieving or facilitating the achievement of one’s job values” (Locke, 1969) Further, Job satisfaction's many definitions include the degree to which an employee is content with his/her job, the difference between an

employee's perceptions about what he/she expects to receive and what he/she actually receives at work, and the degree of fit between what an employee is seeking from an organization and what the organization requires from its employee (Mumford, 1972; Cranny, et al., 1992; Hellman, 1997; Spector, 1997; Phillips & Connell, 2003) This definition indicates that job satisfaction is multidimensional or multifaceted and subject to the influence of the organization's human resource strategies (Cranny, et al., 1992; Spector, 1997)

The five principal facets of overall job satisfaction, as derived from the Job Descriptive Index, are satisfying work, equitable pay, promotion opportunity, and satisfaction with supervisors and coworkers (Smith, et al., 1969; Smith, 1992; Phillips & Connell, 2003) These facets of job satisfaction originate from a wide range of additional variables such as the supervisor's management style, personal growth, being treated with respect, interesting work, organizational commitment to the employee, good workplace communication, work/family balance, workplace autonomy, employment market, well-managed company, trust in management, and type of employer (Ryan, et al., 1996; Spector, 1997; Abraham, 1999; Canadian Policy Research Networks, 2000; Johnson, 2000; Hom & Kinicki, 2001; Trevor, 2001; Harvard Business Essentials, 2002)

Clearly, employees are seeking meaningful employment, organizational support, work/family balance, and career advancement as major determinants of their job satisfaction levels Although financial support is a factor in job satisfaction and in employee willingness to accept either a domestic or an overseas assignment, the influence of other factors, such as fulfilling work, spousal work, and work/family balance, are more central considerations (Runzheimer, 1998; Linehan & Walsh,

1999, 2001)

Overall job satisfaction has been an important focal point for organizational and industrial psychology In defining job satisfaction the reference is often made to Locke’s (1976) description of job satisfaction as a “pleasurable or positive

emotional state resulting from the appraisal of one’s job or job experiences” (Jex

2002 p.116) The appraisal involves various elements related to the job such as salary, working conditions, colleagues and boss, career prospects and, of course, the intrinsic aspects of the job itself (Arnold et al 1998 p 204)

Different authors have different approaches towards defining job satisfaction Hoppock defined job satisfaction as any combination of psychological, physiological and environmental circumstances that cause a person truth fully to say

I am satisfied with my job (Hoppock, 1935) According to this approach although job satisfaction is under the influence of many external factors, it remains something internal that has to do with the way how the employee feels That is job satisfaction presents a set of factors that cause a feeling of satisfaction

Vroom in his definition on job satisfaction focuses on the role of the employee in the work place Thus he defines job satisfaction as affective orientations on the part

of individuals toward work roles which they are presently occupying (Vroom, 1964)

One of the most often cited definitions on job satisfaction is the one given by Spector, according to whom job satisfaction has to do with the way how people feel about their job and its various aspects It has to do with the extent to which people like one dislike their job That's why job satisfaction and job dissatisfaction can appear in any given work situation

Overall job satisfaction represents a combination of positive or negative feelings that workers have towards their work Meanwhile, when a worker employed in a business organization, brings with it the needs, desires and experiences which determinates expectations that he has dismissed Job satisfaction represents the extent to which expectations are and match the real awards Job satisfaction is closely linked to that individual's behavior in the work place (Davisetal., 1985) Overall job satisfaction is a worker’s sense of achievement and success on the job It is generally perceived to be directly linked to productivity as well as to

personal well-being Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s efforts Job satisfaction further implies enthusiasm and happiness with one’s work Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment (Kaliski., 2007)

Overall job satisfaction can be defined also as the extent to which a worker is content with the rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation (Statt, 2004) The term job satisfaction refers to the attitude and feelings people have about their work Positive and favorable attitudes towards the job indicate job satisfaction Negative and unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006)

Overall job satisfaction is the collection of feeling and beliefs that people have about their current job People’s levels of degrees of job satisfaction can range from extreme satisfaction to extreme dissatisfaction In addition, to having attitudes about their jobs as a whole, people also can have attitudes about various aspects of their jobs such as the kind of work they do, their coworkers, supervisors or subordinates and their pay (George et al., 2008)

Overall job satisfaction index was developed by Schriesheim and Tsui (1980) It uses six items to form an index that describes overall job satisfaction The scale includes single questions to assess the degree of satisfaction with the work itself, supervision, co-workers, pay, promotion opportunities, and the job in general

Overall job satisfaction can be considered as one of the main factors when it comes to efficiency and effectiveness of business organizations In fact the new managerial paradigm which insists that employees should be treated and considered primarily as human beans that have their own wants, needs, personal desires is a very good indicator for the importance of job satisfaction in contemporary companies When analyzing job satisfaction the logic that a satisfied employee is a happy employee and a happy employee is a successful employee

3 CAREER COMMITMENT

The commitment of employees to their career in the organization has been given

a great deal of attention in research (Mowday, Porter, & Steers, 1982) Practitioners commonly associate high commitment with increased productivity and decreased withdrawal behaviors such as turnover and absenteeism However, over the past years research has yet to demonstrate a strong and consistent relationship between organizational commitment and performance outcomes In an effort to gain a more thorough understanding of the relationship between commitment and performance outcomes, recent research has increasingly focused on the facets of commitment and their differential relationships to both antecedents and outcomes (Allen & Meyer, 1990; Mathieu & Zajac, 1990; Meyer, Paunonen, Gellatly, Goffin, & Jackson, 1989; Rhoades, Eisenberger, Armeli, 2001) The present field study attempts to address this relationship through an examination of how the dimensions

of organizational commitment may differentially relate to supervisor support and job performance

Career commitment has been defined and measured in various ways (Becker, 1960; Hall, Schneider, & Nygren, 1970; Mowday, Steers, & Porter, 1979; Wiener, 1982) The common theme among these definitions is that organizational commitment is a bond or linking of the employee to the organization The definitions differ, however, in their explanation of how the bond or link to the organization develops Most commitment studies can be categorized as assuming either an attitudinal or behavioral perspective (for a comprehensive review, see Mathieu & Zajac, 1990)

The outcomes of career commitment in the organization have also become the focus of a great deal of recent research Commitment to organizations has been positively related to such desirable outcomes as job satisfaction (Bateman &

Stasser, 1984; Mowday, et al., 1982), motivation (Mowday et al., 1979), and effort

(Chelte & Tausky, 1986; Weiner & Vardi, 1980) The relationship between

organizational commitment and job performance and withdrawal behaviors, however, is vaguer

“Career” is more broadly applied and is commonly considered to be the lifelong sequence of role-related experiences of individuals (Hall, 2002) Researches have defined ‘career’ term from different point of view in the literature Greenhaus (1987) described a career as a series of jobs held during an individual’s lifetime Hall (1976) described a career as an identification with and involvement in one’s profession Career commitment is defined as “the strength of one’s motivation to work in a chosen career role” (Hall, 1971) Blau (1988) described a career commitment as ‘one’s attitude towards one’s profession or vocation’ Career commitment involves the development of personal career goals and an identification with and involvement in those goals (Collarelli & Bishop, 1990) Career commitment refers to identification with and involvement in one's occupation (Mueller, Wallace, & Price, 1992) Carson and Bedeian (1994) defined career commitment as “one’s motivation to work in a chosen vocation” To sum up, career commitment involves the development of personal career goals and an identification with and involvement in those goals (Collarelli & Bishop, 1990)

Career commitment is characterized by the development of personal career goals and the individual’s attachment to, identification with and involvement in those goals (Colarelli & Bishop, 1990) Individuals are being unable to depend on a single organization to sustain an entire career (Bremner, Robello, Schiller, & Weber, 1991; Nussbaum, 1991) Career commitment involves self-generated goals and commitment to one’s own career, which may lead to employment in several organizations (Randall, 1987) Work environments and the pace of careers in organizations have led employees to exhibit more commitment to their careers and perhaps less or conditional commitment to their organizations (Noordin, Williams,

& Zimmer, 2002) Career commitment has become a significant source of occupational meaning and continuity as organizations become flatter and less able

to provide secure jobs or careers (Colarelli & Bishop, 1990; Aryee, Yue, & Chew, 1994)

4 PERSON – ENVIRONMENT FIT

The concept of person-environment fit is defined as “the degree of congruence or match between a person and environment” (Holland 1997; Kristof 1996; Pervin 1968; Schneider, 1987) Jansen and Kristof-Brown (2006) later explicate that Person-Environment fit is multi-dimensional and constructed with the five dimensions Person-Organization fit, Person-Job fit, Person-Vocation fit, Person-Group fit and Person-Person fit

The concept of Person-Environment fit grounded in the interaction theory of behavior (Chatman 1989; Muchinsky & Monahan 1987) This view emphasizes that neither personal characteristics nor the situation alone adequately explain the variance in behavior and attitude variables; instead, the interaction of personal and situational variables account for the greatest variance Person characteristics may include individuals’ biological or psychological needs, values, goals, abilities or personality; environmental characteristics may refer intrinsic or extrinsic rewards, physical or psychological demands, cultural values or environmental conditions such as heat, shelter or availability of food

5 SUPERVISORY SUPPORT

Supervisory support is defined as employees’ belief concerning the extent to which supervisors value their contributions and care about their well-being Employees need motivation to expend greater efforts and more personal resources

in innovative tasks when supervisor exhibit their individual consideration toward followers, followers are likely to perceive the warmth and consideration from their supervisors Similarly, employees who perceive support from their supervisors often feel obligated to pay back supervisors’ favors or kindness by helping supervisors to reach their stated goals (Eisenberger et al 2002)