When Family Pressures Spill into Work: How Interaction, Trust, and Fairness Help

What is it about?

This study investigates how family-to-work conflict—when family duties interfere with job demands—reduces employees’ willingness to engage in change-oriented organizational citizenship behavior (OCB). Drawing on Conservation of Resources (COR) theory, it shows that family pressures deplete emotional and cognitive energy, lowering motivation to improve work practices. Yet four resources—social interaction, goodwill trust, distributive justice, and procedural justice—can buffer this effect by replenishing employees’ resources and restoring their drive to contribute. Using survey data from employees in Canada’s banking and financial services sector, the study finds that family-to-work conflict reduces proactive, change-oriented behavior. However, this effect weakens when employees enjoy frequent social interactions that build belonging and support. Goodwill trust—belief in coworkers’ honesty—also limits the spillover of family stress. Among organizational factors, procedural justice strongly buffers the negative impact, while distributive justice offers no comparable protection. Together, these results highlight that both interpersonal relationships and procedural fairness help employees remain engaged in constructive change, even when family life interferes with work.

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Photo by Flipsnack on Unsplash

Photo by Flipsnack on Unsplash

Why is it important?

This study is unique in showing that three key resources—social interaction, goodwill trust, and procedural justice—jointly determine how employees cope with family-to-work conflict. Integrating relational and organizational factors within the COR framework, it explains how supportive ties and fair environments help sustain energy for change-oriented OCB. Importantly, it distinguishes between procedural and distributive justice, revealing that fair processes—not just fair outcomes—are vital for maintaining initiative under stress. It is also timely, as employees across industries face rising work–family tensions that threaten proactive engagement. Conducted in Canada’s financial sector, the study underscores that organizations can safeguard employee-driven improvement by promoting peer connectedness, trust, and transparent decision-making. Building such climates not only protects well-being but also sustains innovation and adaptability in times of personal and professional conflict.