A model of work–life conflict and quality of employee–organization relationships (EORs): Transformational leadership, procedural justice, and family-supportive workplace initiatives

This paper tested a new model of employee–organization relationships (EORs) by introducing types of work–life conflict as variables leading to EOR outcomes, and by investigating the possible effects of transformational leadership, procedural justice, and family-supportive workplace initiatives upon employees’ perceptions of work–life conflict and relationships with their employers. Data were collected from a survey of 396 U.S. employees. Hierarchical Linear Modeling (HLM) was adopted to address the multilevel structure of collected data. Time-based work–life conflict, individualized consideration, and procedural justice were found to be associated with quality of EORs significantly. Fair work–life policy-making procedures also significantly predicted perceived levels of work–life conflict.

► This paper tests a new model of employee–organization relationships (EORs).
► It examines how work–life conflict, leadership, justice, and family-supportive workplace initiatives can be integrated into the model.
► Time-based work–life conflict, individualized consideration, and procedural justice are associated with quality of EORs significantly.
► Fair work–life policy-making procedures also significantly predict perceived levels of work–life conflict.