Basic HTML-Version
01 / 15 PERSONALquarterly
19
SUMMARY
Research question:
How do situational and personal factors
influence time- and strain-based work-life conflicts?
Methodology:
Based on survey data from the consulting indus-
try and using a hierarchical regression analysis we investigated
the relevance of different influencing factors.
Practical implications:
To avoid conflicts firms should pay at-
tention to management support and the selection of emotionally
stable employees. Moreover, it is important that firms deal with
conflicts according to their particular industry characteristics.
PROF. DR. STEPHAN KAISER
Universität der Bundeswehr München
E-Mail:
DR. MARTIN STOLZ
Kienbaum Management Consultants
E-Mail:
LITERATURVERZEICHNIS
Aryee, S. (1992): Antecedents and outcomes of work-family conflict among
married professional women: Evidence from Singapore, Human Relations, Jg. 48.
Heft 8, S. 813–837.
Carlson, D. S./Kacmar, K. M./Williams, L. J. (2000): Construction and initial vali-
dation of a multidimensional measure of work-family conflict, Journal of Vocational
Behavior, Jg. 56, Heft 2, S. 249–276.
Dikkers, J. S. E./Geurts, S. A. E./Dulk den, L./Peper, B./Taris, T. W./Kompier,
M. A. J. (2007): Dimensions of work-home culture and their relations with the use
of work-home arrangements and work-home interaction, Work and Stress, Jg. 21,
Heft 2, S. 155–172.
Gosling, S.D./Rentfrow, P.J./Swann, W.B. (2003): A very brief measure of the
Big-Five personality domains, Journal of Research in Personality, Jg. 37, Heft 6,
S. 504–528.
Greenhaus, J.H./Bedeian, A.G./Mossholder, K.W. (1987): Work experiences, job
performance, and feelings of personal and family well-being. Journal of Vocational
Behavior, Jg. 31, Heft 2, S. 200–215.
Greenhaus, J.H./Beutell, N.J. (1985): Sources of conflict between work and fami-
ly roles. Academy of Management Review, Jg. 10, Heft 1, S. 76–88.
Kaiser, S./Ringlstetter, M./Reindl, C.U./Stolz, M.L. (2010): Die Wirkung von
Work-Life Balance Initiativen auf das Mitarbeitercommitment: Eine empirische
Untersuchung in der Unternehmensberatungsbranche. Zeitschrift für Personalfor-
schung, Jg. 24, Heft 3, S. 231-265.
Kinman, G./Jones, F. (2008): A life beyond work? Job demands, work-life balance,
and wellbeing in UK academics. Journal of Human Behavior in the Social Environ-
ment, Jg. 17, Heft 1/2, S. 41–60.
Kinnunen, U./Vermulst, A./Gerris, J./Mäkikangas, A. (2003): Work-family con-
flict and its relations to well-being: The role of personality as a moderating factor.
Personality and Individual Differences, Jg, 35, Heft 7, S. 1669–1683.
Kopelman, R. E./Greenhaus, J. H. /Connolly, T. F. (1983): A model of work,
family, and interrole conflict: A construct validation study. Organizational Behavior
and Human Performance, Jg. 32, Heft 2, S. 198–215.
Major, D.A./Fletcher, T.D./Davis, D.D./Germano, L.M. (2008): The influence of
work-family culture and workplace relationships on work interference with family. A
multilevel model. Journal of Organizational Behavior, Jg. 29, Heft 7, S. 881–897.
McCrae, R.R./John, O.P. (1992): An introduction to the five-factor model and its
applications. Journal of Personality, Jg. 60, Heft 2, S. 175–215.
Rantanen, J./Pulkkinen, L./Kinnunen, U. (2005): The big five personality dimen-
sions, work-family conflict, and psychological distress. A longitudinal view. Journal
of Individual Differences, Jg. 26, Heft 3, S. 155–166.
Taylor, B.L./DelCampo, R.G./Blancero, D.M. (2009): Work-family conflict/facili-
tation and the role of workplace supports for U.S. Hispanic professionals. Journal of
Organizational Behavior, Jg. 30, Heft 5, S. 643–664.
Wayne, J.H./Musisca, N. /Fleeson, W. (2004): Considering the role of personality
in the work-family experience. Relationships of the big five to work-family conflict
and facilitation. Journal of Vocational Behavior, Jg. 64, Heft 1, S. 108–130.
CORINNA BEHR
Group HR Specialist
E-Mail:
DR. ARJAN KOZICA
Universität der Bundeswehr München
E-Mail:
die für Berater speziellen Einflussfaktoren zu ermitteln. Die
Ergebnisse bisheriger Publikationen können aufgrund der cha-
rakteristischen Arbeitsanforderungen für Berater folglich auch
nur begrenzt auf die Unternehmensberatungsbranche übertra-
gen werden. Für die Praxis des Personalmanagements bedeutet
dies insgesamt, dass Work-Life-Balance-Initiativen oder andere
Maßnahmen, die dazu beitragen sollen, den Work-Life-Konflikt
zu senken, spezifisch an die jeweiligen Unternehmens- oder
Branchenspezifika angepasst werden müssen.