Grounded in the conservation of resources (COR) theory and organizational support theory, this study aims to investigate the impact of perceived organizational support (POS) on the interplay between work–family conflict (WFC), family–work conflict (FWC), and employee well-being (WB). While previous studies have identified the negative effects of WFC on employee outcomes, limited attention has been paid to the mechanisms through which organizational resources mitigate these effects. Addressing this gap, the study investigates whether POS functions as a supportive organizational resource that reduces conflict and enhances employee WB.
A quantitative, cross-sectional research has been carried out, wherein the survey questionnaire was administered, consisting of scales on WB, POS, WFC, and FWC. Data collected from 240 respondents from various industries in India were analyzed through mediation analysis using PROCESS Macro in SPSS (Model 4).
The positive association of POS with WB suggests that employees who perceive higher POS tend to experience greater WB. In contrast, POS is negatively associated with WFC and FWC, suggesting that supportive organizational environments may help in reducing conflict between work and family domains. POS also emerged as a mediator in the relationships between WFC and WB and between FWC and WB. This indicates that high POS tends to reduce the consequences of the negative relationships between WFC and WB and FWC and WB.
This study has identified a significant mediating role of POS in the relationship between WFC, FWC and WB in Indian context which strengthens the COR theory and POS theory.
The outcomes of this study may provide valuable insights to HR managers on improving employee WB by strengthening organizational support and reducing WFC.
The study aims to explore the missing links in interrelationships among WFC, FWC, POS, and WB in the Indian context.
