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Wood et al., 2018 - Use of work–nonwork supports and employee well-being. The mediating roles of job demands, job control, supportive management.pdf (648.94 kB)

Use of work–nonwork supports and employee well-being: the mediating roles of job demands, job control, supportive management and work–nonwork conflict

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posted on 2023-06-09, 14:48 authored by Stephen Wood, Kevin Daniels, Chidiebere Ogbonnaya
This paper examines the impact of the use of work–nonwork supports on well-being. It first develops hypotheses regarding how a reduction in job demands, and an increase in both job control and supportive management may explain this relationship. We then test these hypotheses using data from Britain’s Workplace Employee Relations Survey of 2011. The research reveals that the use of work–nonwork supports has a positive association with job control and supportive supervision. These in turn mediate a relationship between the use of supports and three dimensions of employee well-being, job satisfaction, anxiety-contentment and depression-enthusiasm, some of the effect being through their reducing work–to–nonwork conflict. Use of work–nonwork supports is, however, positively associated with job demands, but this effect of use on job demands does not affect well-being. Since job autonomy and supportive supervision are major mediators, and have a direct influence on work–nonwork conflict and well-being, policy should focus on integrating job quality and work–life balance issues.

History

Publication status

  • Published

File Version

  • Accepted version

Journal

International Journal of Human Resource Management

ISSN

0958-5192

Publisher

Taylor & Francis

Department affiliated with

  • Management Publications

Research groups affiliated with

  • Future of Work Hub Publications

Full text available

  • Yes

Peer reviewed?

  • Yes

Legacy Posted Date

2018-08-28

First Open Access (FOA) Date

2019-08-07

First Compliant Deposit (FCD) Date

2018-08-24

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