South Asian Journal of Business Studies

Relation of work-life balance, work-family conflict and family-work conflict with the employee
performance-moderating role of job satisfaction
Aqeel Ahmed Soomro, Robert J. Breitenecker, Syed Afzal Moshadi Shah,
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Aqeel Ahmed Soomro, Robert J. Breitenecker, Syed Afzal Moshadi Shah, "Relation of work-life balance, work-family conflict
and family-work conflict with the employee performance-moderating role of job satisfaction", South Asian Journal of Business
Studies, https://doi.org/10.1108/SAJBS-02-2017-0018
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 1

Relation of work-life balance, work-family conflict, and family-work conflict

with the employee performance-moderating role of job satisfaction

Introduction

Work-life balance contributes to a healthy, happy, and successful life. It

has always remained a major concern to individuals who desire a good quality of

work-life balance and ultimately a good quality of life (Guest, 2002). The danger
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of work-life imbalance was envisaged by field experts some 25 years ago in

discussions on the downside of technology influencing work environments

(Guest, 2002; Lewis et al., 2007; Lewis, 2009). Broadly, three major concerns

have been raised by scholars regarding work-life imbalance as it is affected by

technological influence. First, developments at work that can threaten the work-

life balance. Second, the changing nature of work activities, and especially tasks

linked with technology demanding current knowledge of the field. Third, the

changing work demands (Guest, 2002) that can affect individuals and their lives

outside the work environment. Nevertheless, what so ever the reasons are that

result in an increase in the work-to-family or family-to-work imbalance. The issue

has become a reality of current work scenarios that calls for serious attention

(Greenhaus and Beutell, 1985; Perry-Smith and Blum, 2000; Edwards and

Rothbard, 2000; Rothbard, 2001; Aryee et al., 2005; Mäkelä and Suutari, 2011

Anwar et al., 2013; Shaffer et al., 2016) and warrants studying how this issue

affects employee performance.

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 2

Countries prioritizing work-life balance as a policy have a strong positive

impact on the society as a whole (Crompton and Lyonette, 2006; MacInnes, 2006;

Abendroth, and Den Dulk, 2011). Countries like Finland and Norway have a

lower level of work-life conflict than Britain, France, and Portugal because of

their specific family models (Crompton and Lyonette, 2006). Even the influence

on work-life balance of virtual office settings permitting employees to work from

home (Hill et al., 1998) can be equivocal unless the employees possess control
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over their work (Tausig and Fenwick, 2001). An effective work-life balance

policy implemented by an organization must provide its employees with

opportunities to remain in touch socially with society while controlling cost and

turnover and improving productivity (Beauregard and Henry, 2009).

Issues affecting all sectors in Pakistan include debilitating economic

conditions, unsustainable economic policies, a negative balance of payments,

increasing inflation rates, climatic catastrophic effects (floods and earthquakes),

terrorist attacks, and low levels of foreign direct investment have put immense

pressure on employees also. Consequently, employees have to work hard, often

involving working extra hours, to meet their financial obligations, and the result

can often be an imbalance between work and family. Long working hours

increase job-to-home spillover (White et al., 2003), which may adversely affect

employees’ job performance and organizations’ productivity and profits (Anwar

et al., 2013).
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 3

Moreover, this prevailing situation poses a greater challenge to young

employees in Pakistan in general and for the younger university faculty in the

early stage of their careers in particular, who do not have the benefit of being

well-established in their professions as their older colleagues are. The literature

indicates young employees are more dissatisfied with their work-life balance than

older employees (Cox, 2017; Richert-Kaźmierska and Stankiewicz, 2016). Since

these early career employees probably target several milestones in their private
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lives (e.g., getting married, building a house, obtaining financial security through

investments etc.) and their working life (e.g., publishing, teaching, completing

doctoral degrees) which their senior colleagues might have already achieved.

Stephen Harmston (head of YouGov Reports) urges HR departments pay special

attention to younger employees “to placate their worries and frustrations” (Cox,

2017, p.2). The above-mentioned findings justify conducting a separate study on

young employees regarding work-family conflict and family-work conflict in

relation to their performance and job satisfaction as a moderating variable among

these variables. Therefore, the target population sample of this study is university

sector teachers who are in their early career stages in the public universities in

Islamabad.

The structure of the paper is as follows: First, it starts with a review of

relevant literature to develop its hypotheses. The following section explains the
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 4

methodology adopted in the study. The third section reports the research findings;

and finally, the study presents a discussion of the results and its conclusions.

Literature review

Work-life balance

Work-life balance is a balance between two completely different roles that

an individual performs, that is, work and family roles, which brings satisfaction to
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the life of the holder of the roles (Rothbard, 2001; Greenhaus et al., 2003, p. 526;

Mäkelä and Suutari, 2011; Shaffer et al., 2016). Work-life balance determines

how much time is available to an employee to balance family and work demands.

Accordingly, work-life balance is a ratio of time-sharing by an employee between

work and family. Its imbalance in either form, when work spills over into the

family realm or family issues spill over into the work realm is a potential cause of

stress and unconstructive work attitudes, which are positively related to burnout

(Tziner et al., 2015; Rubio et al., 2015). As the balance or imbalance of the work-

life relationship can affect employee performance positively or negatively Anwar

et al., (2013), a study of work-life balance and imbalance in relation to employee

performance as an outcome variable appears warranted (Konrad and Mangel,

2000; Ahmad, 2008, p. 178). Work-life imbalance can have severe repercussions,

such as low productivity and poor performance for organizations (Konrad and

Mangel, 2000; Organ et al., 2003; Cohen and Liani, 2009). The role of employees

in establishing a work-life balance is well established in the literature (Rotondo

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 5

and Kincaid, 2008). Individual employees or employers have different options to

determine the balance, for instance, flexible hours schemes to compensate for

extra work.

Work-family conflict

Work-family conflict is a form of inter-role conflict in the shape of

negative spillover from work-to-family domains (Greenhaus and Beutell, 1985;

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Mäkelä and Suutari, 2011; Byrne and Barling, 2017). It actually determines the

degree of stress for an employee when employees spend more time working,

which results in less time available for the family. The conflict between the two

roles, work and family, is inevitable because both pull in opposite directions,

which are simply incompatible with each other as the two realms invoke different

demands, priorities, norms, expectations, and requirements (Fredriksen and

Scharlach, 2001; Shaffer et al., 2016).

Work-family conflict is a stress variable that arises when an individual

gives more time to work, which results in conflict with family demands.

Accordingly, work and family roles are inversely proportional to each other,

giving time to one role results in conflicts with the other role (Hughes et al.,

1992). It can be very demanding for a person rushing through urgent tasks and

realigning schedules to handle opposing demands (Barnett, 1994), and the

situation is one where an employee is likely to find it difficult to establish a

satisfactory work-to-family balance.

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 6

Family-work conflict

Past studies on conflicts in the work and family environments tend to be

unidirectional, investigating how work affects family, while today, these conflicts

are reported to be bi-directional (Frone et al., 1992; Rothbard, 2001; Mäkelä and

Suutari, 2011), which means not only does work spill over to affect family issues,

but family affairs can also spill over into the work realm. The two concepts are

sufficiently different in nature and scope to warrant independent examination

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(Mesmer-Magnus and Viswesvaran, 2005). A meta-analysis by Byron (2005)

found that the family-work conflict and the work-family conflict are different

because they have unique antecedents and attitudes (e.g., demographic, work, and

non-work-related variables). The research findings to date have supported the

distinctiveness of the two concepts (Byron, 2005; Mesmer-Magnus and

Viswesvaran, 2005). Therefore, the majority of the newer research on this topic

examines and considers both directions of the conflict.

Employee performance

Employee performance is the productivity of each employee (Bishop,

1987). It is an outcome of an employee, which he or she produces in return of

some tangible and non-tangible returns. In this connection, research indicates that

employees who enjoy greater participation in decision-making are more

productive than those who do not. Employees participating in the decision-

making process feel privileged and will develop a stronger attachment to the
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 7

organization, which in turn results in a higher level of employee performance

(Lem and Schaubroeck, 2002). Similarly, employee loyalty is equally paramount

in determining the productivity of employees, as loyal employees are more

productive than disloyal ones (Frone et al., 1992). Accordingly, stress variables

like work-family or family-work conflicts can interfere with employee loyalty and

participation, which can influence performance in a positive or negative way.

Job satisfaction
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Job satisfaction is defined as an enjoyable emotional state (Al Jenaibi,

2010), and is a significant predictor of organizational citizenship behavior

(Haybatollahi, 2015). Similarly, Organ (1988) and Organ and Konovsky (1989)

suggest that job satisfaction has two constituents: an affective component and a

non-affective (cognitive) component. The affective component refers to the

emotional state of the employees, and the non-affective (cognitive) component

refers to the satisfaction associated with the appraisal of job performance. Alotaibi

(2001), Parnell and Crandall (2003), and Lovett et al., (2004) described job

satisfaction as a hot topic because most of the literature of

industrial/organizational psychology, organizational behavior and social

psychology include this factor as the focus of study. Job satisfaction is a key

determinant of appraisals of the work environment (Sharma and Singh, 2016) and

generally has a positive effect on employee performance (Al Jenaibi, 2010). As

the term job satisfaction influences the emotional attachment of an employee to

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 8

the employer, which she/he associates with her/his work, many intrinsic and

extrinsic reward factors affect it. For example, payment is an important predictor

of job satisfaction as it is a key factor that helps employees to satisfy their basic

needs such as food, shelter, clothing, and symbols of status (Asadullah and

Fernandez, 2008; Moon, 2015). Similarly, Bodur (2002) enlists some factors such

as gender, employee age, education level, working environment, location, co-

workers attitude, compensation, and working hours that relate to job satisfaction.
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Research to date has suggested that, contrary to the situation in western countries,

job satisfaction has no relation with family-work conflict in developing countries

(Namayandeh et al., 2011, p. 92) indicating the different interpretation of the

concept in the developing and the developed world.

Work-family balance/imbalance research in Pakistan

The area of family and family-to-work balance/imbalance is attracting

attention among researchers in Pakistan. The extant literature examines the role of

gender (Rehman and Azam, 2012); job satisfaction (Malik et al., 2010; Nadeem

and Abbass, 2009); stress and turnover intention (Noor and Maad, 2009); stress

and performance (Shahid et al., 2012; Anwar and Shahzad, 2011), antecedents of

work-life balance (Fatima and Sahibzada, 2012); and work-life balance policies

(Shahzad et al., 2011). Nevertheless, there is limited work exploring the links

between work-family conflict and family-work conflict with reference to

perceived employee performance. To the best of our knowledge, the existing

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 9

literature features just one single study conducted in Pakistan addressing this last

issue (Mohsin and Zahid, 2012). That study found employees’ work-family

conflict to have no effect on their perceived performance. However, family-work

conflict and absenteeism were found to be negative predictors of employee

performance, and absenteeism to have a positive association with family-work

conflict in the banking sector of Pakistan.

Further, no study has examined the role of job satisfaction as a moderator

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of work-life balance, work-family conflicts, and family-work conflicts and its

relationship with job performance among young university teaching faculty.

Therefore, this research endeavors to study these relationships to see how they

affect the performance of young teaching faculty at public universities, whose job

is quite different from bank employees and those in other industries. Young

faculty members must maintain their job performance at an adequate (and most of

the time at an above-average) level (e.g., applying for research funds, running

research projects, and publishing in scientific journals, completing doctoral

studies) to reach a secure professional level and position (e.g., as a tenured

position).

Hypothesis development

Work-life balance and employee performance

Different studies in the realm of organizational and behavioral sciences reveal that

work-life imbalance causes a decline in productivity and performance erosion

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 10

(Grzywacz et al., 2002; Ahmad, 2008; Mohsin and Zahid, 2012). Work-life

imbalance is a potential cause of stress and most studies conclude that work-life

imbalance has negative effects on work attitudes (Schieman et al., 2003;

Rothbard, 2001; Rotondo and Kincaid, 2008; Cohen and Liani, 2009, p. 135;

Mohsin and Zahid, 2012, p. 11509; Thompson and Aspinwall, 2009). Work-life

imbalance has also been observed to be a cause of reduced work effort (Konrad

and Mangel, 2000) that in turn causes low productivity and poor performance.
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Accordingly, creating equilibrium in the work and family is indeed a problem that

demands action to check the intensity of the conflict if it is not to become a

permanent stressor (Rubio et al., 2015) leading to performance erosion and

irresponsible work attitudes (Cohen and Liani, 2009). Consequently, if there is a

conflict between work and family (work-issue spillover into the family realm or

family-issue spillover into the work realm), employee performance may suffer.

On the other hand, if sufficient time is available, it will facilitate the satisfaction

of the personal needs of an employee (Gropel and Kuhl, 2009), which can

improve her/his performance (Perry-Smith and Blum, 2000). Therefore, we

propose the following hypothesis:

H1. Work-life balance has a positive effect on employee performance.

Work-family conflict and employee performance

When a person spends more hours at work, this practice is positively correlated to

work-family conflict for the employee at home (Cohen and Liani, 2009; Rotondo
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 11

and Kincaid, 2008; Mäkelä and Suutari, 2011), which can result in a higher level

of work interference with family and lower psychological satisfaction. Edwards

and Rothbard (2000) explored whether work conflict and family requirements are

the outcomes of work expectations and job involvement. Fredriksen and

Scharlach (2001) suggest the work-to-family spillover effect is the major

predictor of negative or positive implications of work-family conflict. A greater

spillover effect, such as occurs when an employee takes work assignments home,
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will disturb that employee’s family life and will result in negative behavior, while

less spillover will have a positive effect on employee behavior at home and at

work.

Googins (1991) designated this process of work-to-family spillover

negative spillover, and it has been said to be the result of the extra time an

employee puts into work to address the workload, consequently work-family

conflict arises and causes work stress and burnout (Tziner et al., 2015).

Consequently, an employee’s performance can be affected by stress, which is

created by the negative spillover (Konrad and Mangel, 2000; Siegel et al., 2005;

Ahmad, 2008, p.179). Therefore, we propose the following hypothesis:

H2. Work-family conflict has a negative effect on employee

performance.
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 12

Family-work conflict and employee performance

A number of studies conclude that family-work conflict has negative outcomes

for emotional health, physical well-being, and life satisfaction (Gore and

Mangione, 1983; Bedian et al., 1988; Coverman, 1989; Frone et al., 1992;

Barnett, 1994; Leiter and Durup, 1996; Grzywacz and Marks, 2000; Schieman et

al., 2003; Cohen and Liani, 2009; Singh and Nayak, 2015). Accordingly, family-

work conflict can reduce employee productivity and performance (Mohsin and
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Zahid, 2012, p. 11509). For instance, an employee’s family issues spilling over

into the work realm can cause that employee to waste time at work and detract

from concentration on the job (Perry, 1982). Consequently, she/he has to realign

his schedules to meet the opposing demands of family and work (Barnett, 1994).

Another issue is that of psychological interference, defined as the “transfer

of job-generated moods to the family domain” (Hughes et al., 1992).

Psychological interference affects a worker’s mood and energy level at home, and

can result in role conflict that might affect employee performance at the

workplace. Crouter (1984) characterizes home to work spillover as the disturbing

objective demands and thoughts on those family matters that are causing stress for

the employee. Therefore, we propose the following hypothesis:

H3. Family-work conflict has a negative effect on employee performance.

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 13

The moderating role of job satisfaction in the effects of work-life balance on

employee performance.

Job satisfaction is an enjoyable, emotional state that arises from the evaluation of

one’s job or job experiences, and involves an employee feeling good and pleased

with accomplishing the business’s goals (Al Jenaibi, 2010). It is not just an

emotional state of the employee but also a characteristic that can foster certain

other work-related attitudes and performance changes. A positive attitude denotes

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and represents job satisfaction, but the term job satisfaction is very broad in its

scope and depth. It circles around different job-related and personal factors

(Frenkel et al., 2013). Bhagat (1982) identified negative effects flowing from

performance and time pressures on the relationship of performance and job

satisfaction. Therefore, certain factors such as age, gender, and job characteristics

(e.g., working hours) can influence the extent of an employee’s job satisfaction

(Bodur, 2002; Lovett et al., 2004, p. 219; Haybatollahi, 2015).

Job satisfaction is an emotional state, which appears in the form of the

internal satisfaction of an employee with her/his profession and work environment

(Mullins, 1999). Accordingly, it can strengthen or weaken several

employee-behavior variables related to performance. In other words, job

satisfaction is able to influence the relationship between work-life balance (a

positive behavioral state of an employee) and employee performance, in that the

value of job satisfaction changes the relationship between work-life balance and
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 14

employee performance. Accordingly, we propose the following (non-directional)

hypothesis:

H4. Job satisfaction moderates the relationship between work-life balance

and employee performance such that different levels of job satisfaction will

strengthen or weaken the association between work-family balance and the

employee’s performance.
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The moderating role of job satisfaction in the effect of work-family conflict on

employee performance.

Job satisfaction and organizational commitment are interrelated in many ways

(Linz, 2003), and the former can affect many performance-related characteristics

of an employee (Al Jenaibi, 2010). Ambitious workers must devote more time to

work to cope with the pressing demands of the workplace if they are to be

successful (Bhagat, 1982). This causes a conflict between the needs of the family

and the demands of work (Cohen and Liani, 2009). Job satisfaction is an

emotional state of an employee that significantly predicts organizational

citizenship behavior (Haybatollahi, 2015). Subsequently, it can also determine the

amount of time and effort an employee puts into her/his job because of the effect

of motivation.

Mixed results are reported for family-friendly policies and the impact on job

satisfaction (Saltzstein et al., 2001). Allen (2001) reported a significant

relationship between a family-supportive work environment and job satisfaction,

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 15

organizational commitment, and turnover intention among employees. Similarly,

Morganson et al. (2010) have reported that work-life balance and job satisfaction

are interlinked for main office workers and satellite office workers. Clark (2001)

reported a direct relationship between a flexible work environment and work

satisfaction and family well-being. In another study, Valcour (2007) reported a

relationship between job complexity and control with job satisfaction and work-

family balance. Similarly, Aryee et al., (2005) found work-family facilitation had
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a positive impact on job satisfaction, organizational commitment, and

performance. Accordingly, it is predicted that job satisfaction can moderate the

interrelationship between a stressor variable like work-family conflict and

employee performance such that different levels of job satisfaction lead to an

increased/decreased association between employee performance and work-family

conflict. We therefore propose:

H5. Job satisfaction moderates the relationship between work-family

conflict and employee performance, such that different levels of job satisfaction

will strengthen or weaken the association between work-family conflict and

employee performance.

The moderating role of job satisfaction on the effect of family-work conflict on

employee performance.

Employees seek fulfillment, which may come from their job itself, and they strive

to achieve job satisfaction (Ololube, 2009). Status at work, as exemplified by job

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 16

authority, work hours, and job satisfaction, has its long-term effects on the social

role that an employee plays. It is paramount that whether the employee is

provided with these provisions, in a positive way or otherwise (i.e., less job

satisfaction or more working hours etc.), will decide whether s/he will encounter

more or less family-work conflict (Friedman and Greenhaus, 2000). Moon (2015)

characterizes job satisfaction and job performance as job-related outcomes.

Hence, job satisfaction also determines how employees perform and how much
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extra effort and time they invest in their jobs. The amount of time an employee

devotes to striving to reach organizational goals might depend on job satisfaction.

That effort may also interfere with family-work and performance causality.

Accordingly, the relationship of family-work conflict (being a stressor variable) to

employee performance can be moderated owing to job satisfaction, such that job

satisfaction will increase/decrease the association between employee performance

and family-work conflict. Therefore, we propose the following hypothesis:

H6. Job satisfaction moderates the relationship between family-work

conflict and employee performance, such that different levels of job satisfaction

will strengthen or weaken the association between family-work conflict and

employee performance.
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 17

Data and Methodology

Population

The sample population of the study includes the regular university teaching

faculty of all 13 (general category) public-sector universities/degree awarding

institutions (DAIs) of Islamabad (Pakistan), that is, 2,784 individuals. The sample

was acquired from the websites of all the relevant institutes available on the

Higher Education Commission of Pakistan (HEC) official website. The main

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reason for selecting only public-sector universities is that their teaching faculty

are governed by the same rules and regulations, which is not the case for the staff

of private-sector universities in Pakistan.

Data description sampling procedure

As discussed earlier, the object of this research is the young faculty in public-

sector universities in Islamabad. However, owing to a lack of availability of the

exact number of faculty members under the age of 40, we have chosen a

convenience sampling technique. Furthermore, there is no database providing

contact data of the young faculty in Islamabad, Pakistan. Using a convenience

sampling technique, we selected 350 young (Aged between 21 and 40 years) full-

time teaching faculty members of` the public-sector universities as a sample,

which is about 12.5% of the total population of faculty members in Islamabad’s

public-sector universities. We divided the sample into two age groups: 21–30

(Unmarried or married but normally without school-aged children) and 31–40

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 18

(normally married with one or more school-aged children). We distributed 350

questionnaires: we received 294 back. On the final screening, we dropped 14 of

the returned questionnaires that were not fully completed or were inaccurate.

Accordingly, 280 questionnaires were analyzed in this research with a response

rate of almost 80%.

The faculty members concerned were contacted directly or via a contact

person to request they complete the questionnaires. We introduced our study,

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institution, and the nature of the data collection goals and assured the subjects that

their responses would remain confidential. Where the subjects were approached

through third-party contacts, we added a written statement to the questionnaires to

provide this information.

Measurement

We measured work-life balance with three items from an inventory of Marks and

MacDermid (1996). For work-family conflict (three items) and family-work

conflict (four items), we adopted the scales of Gutek et al., (1991). All the above

items were measured with a 7-point Likert Scale anchored with strongly disagree

(1) and strongly agree (7). Employee performance was measured by questions

adopted from the existing inventory of Yousef (2000). The measure comprised

four items and was measured on a 7-point ordinal Likert-type scale anchored with

extremely low (1) and extremely high (7). Job satisfaction was adopted from the

existing inventory of Tsui et al., (1992). The measure comprised four items and
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 19

was also measured on the same 7-point Likert-type scale anchored with extremely

dissatisfied (1) and extremely satisfied (7).

We considered the three control variables Age, Gender, and Marital status

in our analysis. The age of the employer was measured in age categories. The

sample consists of individuals of two age groups (21–30 years and 31–40 years).

We used one dummy variable to account for the effect of age in our model. The

variable Age takes the value one for the group between 31 to 40 years of age and
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zero otherwise. The dummy variable Gender takes the value zero for women and

one for men. We captured the marital status of employees through a dummy

variable, which takes the value one for married or cohabiting and takes the value

zero otherwise (See Table 1 for sample descriptive).

Insert Table 1 about here

To test construct validity and the reliability of the measurement items, we

ran a confirmatory factor analysis (CFA) using AMOS 20. The CFA with 18

items measuring five constructs indicates an adequate model fit. Five items have

loadings of less than 0.7, but all items loaded significantly on their hypothesized

latent variables and no significant cross-loadings emerged. The chi-square value

of the final model is about 249.35 (p-value < 0.001, χ2/ df =2.01). Alternatively,

the goodness of fit index (GFI) is about 0.910 and thus above the required

threshold of 0.9 for an adequate fit. The Tucker-Lewis Index (TLI) and the

Comparative Fit Index (CFI) are 0.92 and 0.94. The root mean square error of
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 20

approximation (RMSEA) is about 0.06 and near the recommended maximum

threshold of 0.05. The p-value for testing that the population RMSEA is no

greater than 0.05 is about 0.06, and therefore not significant. In addition, all

constructs show appropriate Cronbach’s Alpha values of above 0.7. Accordingly,

overall an adequate model fit is evident. After evaluation of the measurement

models, we calculated mean values for a further regression analysis.1

To check the measurement for common method bias, we applied two tests.
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First, Harman’s single-factor test (Podsakoff et al. 2003), which indicated that no

general factor exists. The un-rotated solution of explorative factor analysis (EFA,

principal component analysis) indicated the presence of five factors with

eigenvalues greater than one. The first factor explains about 28.04% of the

variance, which indicates that common method variance is not likely to affect the

results (Podsakoff and Organ, 1986). Second, following Podsakoff et al. (2003), a

common method factor, whose indicators included all the principal constructs’

indicators, was included in the CFA model to measure the average method-based

variance. We calculated each indicator’s variances substantively explained by the

principal construct and by the method (Liang et al. 2007). The overall model fit

statistics of the CFA with the included common method factor improved (χ2=

199.34, df= 107, p < 0.001, χ2/df= 1.863; GFI= 0.929; TLI= 0.934 CFI= 9.54,

RMSEA= 0.056, P-value= 0.216) but the results indicated that the average

1
A Table with all measurement items, item loadings and reliability measures are available from
the authors on request.
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 21

substantively explained variance of the indicators was about 0.513, while the

average method-based variance is 0.051. The ratio of the substantive variance to

method variance was approximately 10:1. Accordingly, the two tests show that

common method bias is not an issue in our study.

Regression analysis

We applied linear regression analysis to test our hypotheses. First, we estimated a

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main effects model (Model I) considering control variables and the main effects

of work-life balance, family-work conflict, and work-family conflict. Second, we

extended the main effects model with moderation effects in three separate models

(Model II.1, Model II.2, Model II.3). This was done to be able to interpret

moderation effects appropriately. Third, we estimated a model, including all

moderation effects (Model III). We used standardized variables of work-life

balance, family-work conflict, work-family conflict, and job satisfaction in all

five models. We calculated R-Square, adjusted R-Square values, and provided F-

Statistics to evaluate the model goodness of fit. In addition, a change in R-Square

and its F-Statistic show model improvement following the inclusion of

moderation effects. Finally, collinearity statistics (tolerance and variance inflation

factor or VIF) show that there is no issue with collinearity in the model.
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 22

Results

The results show that work-life balance is positively correlated with employee

performance. The coefficient is positive (0.22) and highly significant, as expected.

Therefore, our hypothesis H1 that work-life balance has a positive effect on

employee performance is supported. The results are in line with those of

Rotondo and Kincaid (2008), and Konrad and Mangel (2000). Work-family

conflict has a significant positive effect on employee performance (B= 0.10; p-

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value < 0.1). The relation is, contrary to our expectation, significantly positive

rather than significantly negative. Accordingly, H2 is rejected. This result

conflicts with those of Anwar et al., (2013), Konrad and Mangel (2000) and

Ahmad (2008, p. 179). The coefficient of family-work conflict -0.05 is negative

but not significant. Accordingly, because the result is not significant, we have to

reject H3. The results are therefore different to Mohsin and Zahid, (2012, p.

11509) and Schieman et al., (2003). The main effect of job satisfaction is positive

(0.40, p-value < 0.01). Job satisfaction seems to have a positive influence on

employee performance.

Job satisfaction moderates the relationship between work-life balance and

employee performance as expected with a significant coefficient of -0.13 (p-value

< 0.01). Therefore, H4 is supported. The negative moderation of job satisfaction

can be explained by the interaction plot in Figure 1a. For individuals with low job

satisfaction, work-life balance seems to have a stronger effect on employee

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 23

performance than for individuals with high job satisfaction. Employees with high

job satisfaction and high work-life balance achieve the highest performance. In

contrast, workers suffering with work-life imbalance and who are in addition

dissatisfied with their job record the lowest performance. The results support

previous research findings by Tourigny et al., (2010) and Niu (2014, p. 296)

reporting that job satisfaction is a significant moderator variable.

Job satisfaction also significantly moderates the relationship between

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work-family conflict and employee performance in a negative way. The

moderating effect is about -0.08 (p-value < 0.1). The finding means H5 is

supported. For an employee with a high level of job satisfaction, high levels of

family-work conflict lead to a reduction in employee performance. For employees

with a low level of job satisfaction, high levels of work-family conflicts may

increase employee performance (see Figure 1b). This result supports previous

findings on job satisfaction as a moderator (Tourigny et al., 2010; Niu, 2014, p.

296).

Hypothesis H6 concerning the moderation effect of job satisfaction on the

relationship between family-work conflict and employee performance is

supported. The coefficient of the interaction effect is about -0.14 and significant

(p-value < 0.01). If individuals are highly satisfied with their job, family-work

conflict seems to reduce employee performance. In the case of low job

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 24

satisfaction, family-work conflicts might have no influence on employee

performance (see Figure 1c). (See Table 2)

Insert Figure 1 about here

Discussion and Conclusion

Our results indicate that work-life balance has a positive significant effect on

employee performance. Accordingly, young employees able to find a suitable

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balance between work and family commitments are productive for an

organization. This is in line with previous research findings by Konrad and

Mangel (2000), Perry-Smith and Blum, (2000), Rothbard, (2001), Mäkelä and

Suutari, (2011), and Rotondo and Kincaid (2008). It is evident that when an

organization offers its employees adequate options to manage their work and

family roles, it will be rewarded with an opportunity to extract stronger

performance levels from its employees. Clearly, an employee with a healthy

work-life balance is in a better position to perform her/his assigned tasks more

effectively and efficiently.

In our study, work-family conflict shows a positive significant effect on employee

performance, which is contrary to the results expected following our review of

previous research (Ahmad, 2008, p. 179; Konrad and Mangel, 2000). Prior

research states that work-family conflict is a stress factor and can erode

performance and prompt behavior that might presage burnout (Ahmad, 2008, p.
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 25

179). Based on such considerations, we designed our research so that work-family

conflict and employee performance would have a negative correlation. The reason

for the actual positive correlation might be as indicated earlier; that young

employees look forward to their careers and might have the perception that

spending more time at work will help them achieve their life goals sooner. It

indicates young university employees’ dedication to and enthusiasm for their job.

Because young employees probably set their sights on achieving many milestones
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in their lives (e.g., getting married, building a house, obtaining financial security

through investments, etc.). In addition, they have to build their academic careers

and fulfill organizational goals (e.g., publishing and teaching). Therefore, they

might consider working long hours a challenge contributing toward their overall

life goals.

Similarly, for family-work conflict, that is, how a person’s work is affected by

how preoccupied that person is with his or her family. The regression results

indicate that there is no correlation between family-work conflict and employee

performance in general. This finding runs counter to the previous research of

Mohsin and Zahid, (2012, p. 11509) conducted in the banking sector of Pakistan,

which reported that family-work conflict has a significantly negative effect on

employee performance across all age groups.

Job satisfaction proved a significantly negative moderator in all three

relations: work-life balance and employee performance, work-family conflict and

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 26

employee performance, and family-work conflict and employee performance. The

research results reveal that the level of association differs according to the level of

job satisfaction such that the strength of the three relationships is higher (lower)

when the level of job satisfaction is low (high). The results support the findings of

Niu (2014) reporting that job satisfaction is a significant moderator. However,

they also partially support the findings of Namayandeh et al., (2011, p. 92) that

there is a different inter-correlation of job satisfaction with reference to family

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and work conflict in eastern or developing, and western or developed countries.

These differences could be cultural, economic, or social; however, these

differences exist between the developing and the developed world. Moreover, this

study was conducted on young faculty so the relationship might be different for

senior faculty members.

Implications

For practitioners

The study analyzed young full-time teaching faculty in public-sector universities

in Pakistan in terms of their work-life balance, work-family conflict, and family-

work conflict. Practitioners can use the findings to implement actions targeted at

improving staff work-life balance to improve employee performance. Moreover,

the study identifies job satisfaction as a moderating variable between the

relationships of work-to-family and family-to-work balance/imbalance with

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 27

employee performance. Consequently, practitioners may address the issue of job

satisfaction accordingly, at least among young university faculty.

Body of Knowledge

The study presents some interesting results that differ from previous studies in

developed countries in showing that job satisfaction can be a negative moderator.

The current research also bridges the literature gap identified by Namayandeh et
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al. (2011) by examining job satisfaction differently in developing countries. In

addition, the study indicates that work-family conflict has a positive effect on

employee perceived performance among young faculty members. We hope this

research will prompt scholars from the fields of business and management to

extend the findings further.

Limitations and future research

Like most studies, this study has certain limitations. First, the measure of

employee performance was based on self-appraisal. A respondent spending a

great deal of time at work may be inclined to overstate performance. Therefore,

we suggest that future research should test the model with performance measures

evaluated by the supervisors of the respondents. Second, due to time and

budgetary constraints, the research project was restricted to Islamabad alone. An

extension of the research setting to other universities in Pakistan or testing the

model in another regional context would strengthen research findings and increase
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 28

the generalizability of the current research findings. The impact of culture on

strategic and organizational performance is well established in the literature

(Heiman et al., 2008; Islam et al., 2014) and evidence of cultural diversity in

Pakistan acknowledges the existence of different sub-cultures in the provinces of

the country (Shah & Amjad, 2011; Shah, 2013). Accordingly, the model of work-

to-family and family-to-work conflicts with reference to employee performance

could be studied in two or more provinces of Pakistan as a comparative study.

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Third, this study is cross sectional. The measure of work-life balance, work-

family conflict, and family-work conflict may affect the long-term domains of

behavior, whereas performance is a short-term phenomenon. The short-term

effect might be stronger employee performance; however, the long-term results

could be different. A longitudinal study would make it possible to explore

different time effects on employee performance in the future.

 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 29

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 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 39

Figure 1. Interaction plots with job satisfaction as moderator

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(a) (b)

(c)
 WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 40

Table 1. Descriptive statistics and bivariate correlations

Std.
Mean Min Max EP WLB WFC FWC
Deviation

EP 5.23 0.94 1.75 7.00

WLB 4.63 1.26 1.33 7.00 0.41***

WFC 4.03 1.48 1.00 7.00 -0.02 -0.17***

FWC 3.14 1.29 1.00 6.75 -0.17*** -0.12** 0.31***

JS 5.16 1.14 1.50 7.00 0.52*** 0.44*** -0.10* -0.33***

Level of significance (two-tailed): *** p < 0.01; ** p < 0.05; * p < 0.1.
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Sample size =280

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WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE 41

Table 2. Results of regression analysis

Collinearity
Model I Model II.1 Model II.2 Model II.3 Model III
Statisticsa
B t-value B t-value B t-value B t-value B t-value Tolerance VIF
Intercept 5,28*** 66,62 5,31 67,60 5,28*** 66,92 5,24*** 65,80 5,28*** 66,70
Age -0,10 -0,98 -0,09 -0,93 -0,11 -1,09 -0,12 -1,21 -0,12 -1,21 0,98 1,03
Gender -0,13 -1,60 -0,11 -1,30 -0,147* -1,77 -0,12 -1,43 -0,11 -1,31 0,93 1,08
Marital status 0,10 1,01 0,11 1,12 0,10 1,05 0,10 1,01 0,11 1,15 0,97 1,03
Work life balance 0,22*** 4,23 0,22 4,24 0,21*** 3,94 0,23*** 4,40 0,21*** 4,06 0,78 1,28
Family-work conflict -0,05 -0,93 -0,05 -0,93 -0,06 -1,16 -0,05 -0,87 -0,06 -1,13 0,77 1,29
Work-family conflict 0,097* 1,88 0,06 1,06 0,13** 2,34 0,09* 1,80 0,08 1,43 0,72 1,40
Job satisfaction 0,40*** 7,41 0,34 6,26 0,39*** 7,37 0,39*** 7,36 0,33*** 6,09 0,69 1,44
Work life balance x job
-0,13 -3,14 -0,14*** -3,35 0,78 1,28
satisfaction
Family-work conflict x
-0,080* -1,85 -0,08* -1,68 0,71 1,40
job satisfaction
Work-family conflict x
-0,14*** -2,84 -0,10* -1,94 0,85 1,18
job satisfaction
R-Square 0,33 0,35 0,34 0,35 0,38
Adj. R-Square 0,31 0,33 0,32 0,33 0,35
F-Statistic 19,15*** 18,53*** df(271,8) 17,33*** df(271,8) 18,21*** df(271,8) 16,32*** df(269,10)
Change in R-Square 0,02 0,01 0,02 0,05
F-Statistic change 30,04*** 9,85*** df(271,1) 3,41* df(271,1) 8,09*** df(271,1) 6,84*** df(269,3)

Significance level: *** p < 0.01; ** p < 0.05; * p < 0.1

Sample size = 280

a
Collinearity Statistics calculated based on Model III