The mediating effect of work-life balance on the relationship between work culture and employee well-being
Abstract
This article tends to fill the existing knowledge gap in understanding if work-life balance (WLB) can not only make a direct impact on employee well-being, but also play a mediating role between work culture and well-being. The purpose of this study was to investigate the mediating effect of WLB on the relationship between the structural dimensions of work culture – temporal flexibility, supportive supervision and operational flexibility – and employee well-being. The data were collected on the basis of a survey of employees employed by business and public sector organisations in Lithuania. The research revealed that all the components of work culture were important factors in defining employee well-being, had a strong direct impact on well-being and affected WLB. The results demonstrated that a direct effect of work culture on well-being was much stronger than the one moderated by an indirect effect of WLB. The findings also suggest that family-friendly culture can help employees to reach a better WLB, which, in its turn, assists employees in feeling higher satisfaction with general well-being at work. The current study expands the role of WLB as a mediator in organisational settings and its findings may be important for practitioners who seek to improve the performance of their organisation by enhancing the well-being of employees.
Keyword : well-being, work culture, temporal flexibility, supportive supervision, operational flexibility, work-life balance, mediator analysis
How to Cite
Stankevičienė, A., Tamaševičius, V., Diskienė, D., Grakauskas, Žygimantas, & Rudinskaja, L. (2021). The mediating effect of work-life balance on the relationship between work culture and employee well-being. Journal of Business Economics and Management, 22(4), 988-1007. https://doi.org/10.3846/jbem.2021.14729
This work is licensed under a Creative Commons Attribution 4.0 International License.
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Goodman, F., Disabato, D., Kashdan, T. B., & Kauffman, S. B. (2018). Measuring well-being: A comparison of subjective well-being and PERMA. The Journal of Positive Psychology, 13(4), 321–332. https://doi.org/10.1080/17439760.2017.1388434
Grisslich, P., Proske, A., & Körndle, H. (2012). Beyond work and life – what role does time for oneself play in work-life-balance? Zeitschrift für Gesundheitspsychologie, 20(4), 166–177. https://doi.org/10.1026/0943-8149/a000076
Guest, D. E. (2017). Human resource management and employee well‐being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22–38. https://doi.org/10.1111/1748-8583.12139
Hayes, A. F. (2018). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach (2nd ed.). In Methodology in the Social Sciences series. Guilford Press. https://www.afhayes.com/introduction-to-mediation-moderation-and-conditional-process-analysis.html
ter Hoeven, C. L., & van Zoonen, W. (2015). Flexible work designs and employee well‐being: Examining the effects of resources and demands. New Technology, Work and Employment, 30(3), 237–255. https://doi.org/10.1111/ntwe.12052
Hayman, J. (2010). Flexible work schedules and employee well-being. New Zealand Journal of Employment Relations, 35(2), 76–87. http://www.nzjournal.org/NZJER35(2).pdf
Henrich, G., & Herschbach, P. (2000). Questions on Life Satisfaction (FLZM): A short questionnaire for assessing subjective quality of life. European Journal of Psychological Assessment, 16(3), 150–159. https://doi.org/10.1027//1015-5759.16.3.150
He, H., & Harris L. 2020. The impact of Covid-19 pandemic on corporate social responsibility and marketing philosophy. Journal of Business Research, 116, 176–182. https://doi.org/10.1016/j.jbusres.2020.05.030
Humayon, A. A., Raza, S., Kaleem, N., Murtaza, G., Hussain, M. S., & Abbas, Z. (2018). Impact of supervision, working condition and university policy on work-life balance of university employees. European Online Journal of Natural and Social Sciences, 7(1), 193–201. https://european-science.com/eojnss/article/view/5253
Ismail, M., Baki, N. U., & Omar, Z. (2018). The influence of organizational culture and organizational justice on group cohesion as perceived by merger and acquisition employees. Organizations & Markets in Emerging Economies, 9(2), 233–250. https://doi.org/10.15388/omee.2018.10.00012
Jain, A., Giga, S., & Cooper, C. (2013). Stress, health and well-being: the mediating role of employee and organizational commitment. International Journal of Environmental Research and Public Health, 10(10), 4907–4924. https://doi.org/10.3390/ijerph10104907
Kalliath, P., Kalliath, T., & Chan, C. (2017). Work–family conflict, family satisfaction and employee well‐being: A comparative study of Australian and Indian social workers. Human Resource Management Journal, 27(3), 366–381. https://doi.org/10.1111/1748-8583.12143
Kim, H. K. (2014). Work-life balance and employees’ performance: The mediating role of affective commitment. Global Business and Management Research, 6(1), 37–51. https://www.semanticscholar.org/paper/Work-Life-Balance-and-Employees%27-Performance%3A-The-Kim/b2a0018b12b37416dd8418ef1342bbb34dde02a0
Matthews, R. A., Mills, M. J., Trout, R. C., & English, L. (2014). Family-supportive supervisor behaviors, work engagement, and subjective well-being: A contextually dependent mediated process. Journal of occupational health psychology, 19(2), 168–181. https://doi.org/10.1037/a0036012
McCarthy, G., Almeida, S., & Ahrens, J. (2011). Understanding employee well-being practices in Australian organizations. International Journal of Health, Wellness & Society, 1(1), 181–198. https://doi.org/10.18848/2156-8960/CGP/v01i01/41076
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