Work-family conflict in South Asia

The case of Pakistan

S. Syed, S.B. Memon, N.A. Goraya, R. Schalk, C. Freese

Research output: Contribution to journalArticleScientificpeer-review

Abstract

This study gives a picture of work-family conflict in South Asia, specifically the views of Pakistani Bank employees on antecedents and
outcomes of work -family conflicts. We use the framework of the psychological contract to understand work-to family conflict for both
employees and managers, to see how work-to family conflict might be resolved. Twenty bank employees, including three executives were selected from three privatized banks and two private Banks in Pakistan. Semi-structured interviews were conducted to get rich and deep insights on work-family conflicts in Pakistan. The findings suggested that the high working demands in the form of long working hours and workload did not directly lead to work-to-family conflict; conflicts arose when demands emerged from work as well as family domains. Since the perception of management of the work-life balance practices differs from the view of the employees, they have to create a joint new employment relationship (psychological contract) to be able to fulfill the requirements of both parties .This study suggest that HR managers should acknowledge the importance of work-family balance and psychological contracts by understanding their obligations from the eye of employees. This is especially important in the current situation of increasing working demands and changing family demands.
Keywords: Work-Family conflict, Pakistan, Psychological contract, Obligations, Demands, Bank
Original languageEnglish
Pages (from-to)120-133
JournalResearch Journal of Business and Management
Volume3
Issue number2
DOIs
Publication statusPublished - 2016

Fingerprint

Work-family conflict
Employees
South Asia
Pakistan
Psychological contract
Managers
Obligation
Work-life balance
Key words
Workload
Structured interview
Working hours
Work-family balance

Keywords

  • Work-family conflict
  • pakistan
  • psychological contract
  • obligations
  • demands
  • bank

Cite this

@article{2e6ef33f48a442519c38a05bdbb70b99,
title = "Work-family conflict in South Asia: The case of Pakistan",
abstract = "This study gives a picture of work-family conflict in South Asia, specifically the views of Pakistani Bank employees on antecedents and outcomes of work -family conflicts. We use the framework of the psychological contract to understand work-to family conflict for both employees and managers, to see how work-to family conflict might be resolved. Twenty bank employees, including three executives were selected from three privatized banks and two private Banks in Pakistan. Semi-structured interviews were conducted to get rich and deep insights on work-family conflicts in Pakistan. The findings suggested that the high working demands in the form of long working hours and workload did not directly lead to work-to-family conflict; conflicts arose when demands emerged from work as well as family domains. Since the perception of management of the work-life balance practices differs from the view of the employees, they have to create a joint new employment relationship (psychological contract) to be able to fulfill the requirements of both parties .This study suggest that HR managers should acknowledge the importance of work-family balance and psychological contracts by understanding their obligations from the eye of employees. This is especially important in the current situation of increasing working demands and changing family demands. Keywords: Work-Family conflict, Pakistan, Psychological contract, Obligations, Demands, Bank",
keywords = "Work-family conflict, pakistan, psychological contract, obligations, demands, bank",
author = "S. Syed and S.B. Memon and N.A. Goraya and R. Schalk and C. Freese",
year = "2016",
doi = "10.17261/Pressacademia.2016219820",
language = "English",
volume = "3",
pages = "120--133",
journal = "Research Journal of Business and Management",
issn = "2148-6689",
number = "2",

}

Work-family conflict in South Asia : The case of Pakistan. / Syed, S.; Memon, S.B.; Goraya, N.A.; Schalk, R.; Freese, C.

In: Research Journal of Business and Management, Vol. 3, No. 2, 2016, p. 120-133.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - Work-family conflict in South Asia

T2 - The case of Pakistan

AU - Syed, S.

AU - Memon, S.B.

AU - Goraya, N.A.

AU - Schalk, R.

AU - Freese, C.

PY - 2016

Y1 - 2016

N2 - This study gives a picture of work-family conflict in South Asia, specifically the views of Pakistani Bank employees on antecedents and outcomes of work -family conflicts. We use the framework of the psychological contract to understand work-to family conflict for both employees and managers, to see how work-to family conflict might be resolved. Twenty bank employees, including three executives were selected from three privatized banks and two private Banks in Pakistan. Semi-structured interviews were conducted to get rich and deep insights on work-family conflicts in Pakistan. The findings suggested that the high working demands in the form of long working hours and workload did not directly lead to work-to-family conflict; conflicts arose when demands emerged from work as well as family domains. Since the perception of management of the work-life balance practices differs from the view of the employees, they have to create a joint new employment relationship (psychological contract) to be able to fulfill the requirements of both parties .This study suggest that HR managers should acknowledge the importance of work-family balance and psychological contracts by understanding their obligations from the eye of employees. This is especially important in the current situation of increasing working demands and changing family demands. Keywords: Work-Family conflict, Pakistan, Psychological contract, Obligations, Demands, Bank

AB - This study gives a picture of work-family conflict in South Asia, specifically the views of Pakistani Bank employees on antecedents and outcomes of work -family conflicts. We use the framework of the psychological contract to understand work-to family conflict for both employees and managers, to see how work-to family conflict might be resolved. Twenty bank employees, including three executives were selected from three privatized banks and two private Banks in Pakistan. Semi-structured interviews were conducted to get rich and deep insights on work-family conflicts in Pakistan. The findings suggested that the high working demands in the form of long working hours and workload did not directly lead to work-to-family conflict; conflicts arose when demands emerged from work as well as family domains. Since the perception of management of the work-life balance practices differs from the view of the employees, they have to create a joint new employment relationship (psychological contract) to be able to fulfill the requirements of both parties .This study suggest that HR managers should acknowledge the importance of work-family balance and psychological contracts by understanding their obligations from the eye of employees. This is especially important in the current situation of increasing working demands and changing family demands. Keywords: Work-Family conflict, Pakistan, Psychological contract, Obligations, Demands, Bank

KW - Work-family conflict

KW - pakistan

KW - psychological contract

KW - obligations

KW - demands

KW - bank

U2 - 10.17261/Pressacademia.2016219820

DO - 10.17261/Pressacademia.2016219820

M3 - Article

VL - 3

SP - 120

EP - 133

JO - Research Journal of Business and Management

JF - Research Journal of Business and Management

SN - 2148-6689

IS - 2

ER -