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The effects of work-family conflict, emotional exhaustion, and

intrinsic motivation on job outcomes of front-line employees

Article  in  International Journal of Bank Marketing · April 2006

DOI: 10.1108/02652320610659021

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The effects of
The effects of work-family work-family
conflict, emotional exhaustion, conflict
and intrinsic motivation on job
173
outcomes of front-line employees
Osman M. Karatepe
School of Tourism and Hospitality Management, Eastern Mediterranean
University, Gazimagusa, Turkish Republic of Northern Cyprus, Turkey, and
Mehmet Tekinkus
Department of Business Administration, Faculty of Economic and
Administrative Sciences, Gaziantep University, Gaziantep, Turkey

Abstract
Purpose – The purpose of this study is to investigate the effects of work-family conflict, emotional
exhaustion, and intrinsic motivation on front-line employees’ job performance, job satisfaction, and
affective organizational commitment in Turkish retail banks as its setting.
Design/methodology/approach – A total number of 363 usable questionnaires were personally
retrieved from front-line employees in the research location. The relevant writings were canvassed in
order to design the survey instrument. The hypothesized relationships were tested using LISREL 8.30
through path analysis.
Findings – Results reveal that work-family conflict increased emotional exhaustion and decreased
job satisfaction. Intrinsic motivation was found to exert a significant negative impact on emotional
exhaustion. Results demonstrate that high levels of intrinsic motivation resulted in high levels of job
performance, job satisfaction, and affective commitment to the organization. The empirical results also
indicate that emotional exhaustion exerted a significant negative effect on job satisfaction. As
hypothesized, high levels of job performance led to increased job satisfaction. However, work-family
conflict and emotional exhaustion did not have any significant effects on job performance and affective
organizational commitment. As expected, the empirical results provided support for the significant
positive effects of job performance and job satisfaction on affective organizational commitment.
Research limitations/implications – Job performance was operationalized via self-report
measure. In future research, incorporating non-work variables such as family, leisure and life
satisfaction into the research model would shed further light on one’s understanding about the
relationships of work-family conflict and emotional exhaustion with those variables.
Practical implications – Top managements of banks should be committed to establishing and
maintaining family-supportive work environments. By doing so, properly trained bank managers can
create a culture that helps front-line employees balance work requirements with non-work
responsibilities. In addition, these managers should provide ongoing training programs, which aim to
teach front-line employees how to manage time effectively and resolve problems associated with
work-family conflict and emotional exhaustion.
Originality/value – The present study makes useful additions to the current knowledge base by
investigating the effects of work-family conflict and intrinsic motivation on emotional exhaustion and
the effects of work-family conflict and emotional exhaustion on various job outcomes of front-line bank International Journal of Bank
Marketing
employees in a developing economy. Vol. 24 No. 3, 2006
pp. 173-193
Keywords Sociology of work, Jobs, Employees, Turkey q Emerald Group Publishing Limited
Paper type Research paper 0265-2323
DOI 10.1108/02652320610659021
IJBM 1. Introduction
24,3 In today’s competitive environment, front-line bank employees play a critical role in
delivering high quality services and creating a pool of satisfied customers (LeBlanc
and Nguyen, 1988; Lewis and Gabrielsen, 1998; Yavas et al., 2003). Despite this
recognition, there is a lack of family-friendly policies or there are problems associated
with the implementation of these policies in the retail banking environment (Aycan and
174 Eskin, 2004; Hyman and Summers, 2004). Long-hours culture is common among many
organizations (Spinks, 2004). In these circumstances, front-line bank employees are
more likely to experience work-family conflict and emotional exhaustion.
Work-family conflict and emotional exhaustion are among the two critical variables
that have adverse effects on job outcomes of front-line employees (Babakus et al., 1999;
Boles et al., 1997; Netemeyer et al., 2004). According to the results of a large-scale
survey by the Gallup Management Consulting Group, intrinsic motivation has been
found to be one of the key talents that the best salespeople (front-line employees) have
(Brewer, 1994). Recognizing this, intrinsic motivation, as one of the personality
variables, may be a remedy for lessening the intensity of front-line employees’
emotional exhaustion.
Bank executives in Turkey are aware of the importance of service quality issues.
However, in early 1980s, operating in a non-competitive and highly regulated
environment, Turkish banks did not pay attention to issues of service quality and
customer satisfaction. Instead, Turkish banks focused on branch expansion and
promotion. Specifically, they tried to expand into all regions of Turkey and targeted the
mass market for deposits with basically undifferentiated services (Yavas et al., 1997).
During the 1980s, the growth of the Turkish economy has resulted in an influx of
international banks which brought along advanced bank marketing concepts into the
Turkish banking sector. The changes and developments in the post 1980s also have
resulted in proliferation of credit cards, introduction of ATMs, consumer lending,
telephone and internet banking (Bilgin and Yavas, 1995; Polatoglu and Ekin, 2001;
Yavas et al., 1997). As mentioned above, today, bank executives in Turkey recognize
that success and survival in the future will depend on delivery of service quality. This
is evident from the interviews made with Turkish bank executives (Yavas et al., 1997)
and from the mission statements of Turkish banks examined by Mellahi and Eyuboglu
(2001).
Although this is the case, there are a number of problems associated with the
human resource practices in Turkey. For example, Aycan (2001) cogently discusses
that Turkish societal and organizational culture is composed of both Western and
Eastern values, and human resource practices, including staffing, training and
development, and performance evaluation in the Turkish competitive work
environment do not appear to be based on scientific knowledge. In addition, Aycan
and Eskin (2004) demonstrate that organizational support as manifested by
supervisory support, work-family conflict policies and practices, and time demand
and flexibility are critical for reducing both male and female employees’ work-family
conflict in Turkish retail banks. As is the case in other retail banks elsewhere, the
nature of boundary-spanning positions is also likely to trigger front-line bank
employees’ emotional exhaustion in Turkey. Once employees know exactly what is
expected from them and what they can expect in return, it means that there is
psychological contract fulfillment in the workplace. Research has shown psychological
contract fulfillment to be positively associated with job satisfaction, organizational The effects of
commitment, and organizational citizenship behavior (cf. Coyle-Shapiro and Kessler, work-family
2000; Miles and Mangold, 2005).
Against this backdrop, the present study develops and tests a model that conflict
investigates the effects of work-family conflict, emotional exhaustion, and intrinsic
motivation on front-line employees’ job performance, job satisfaction, and affective
organizational commitment in Turkish retail banks as its setting. Specifically, this 175
study examines:
(1) the impact of work-family conflict on emotional exhaustion, job performance,
job satisfaction, and affective organizational commitment;
(2) the impact of emotional exhaustion on job performance, job satisfaction, and
affective organizational commitment;
(3) the effect of intrinsic motivation on emotional exhaustion, job performance, job
satisfaction, and affective organizational commitment; and
(4) the effect of job performance on job satisfaction and affective organizational
commitment and the impact of job satisfaction on affective organizational
commitment.

Boles et al. (1997) also have discussed that work-family conflict is not limited to only
married individuals with or without children. Single parents and other single
individuals may have difficulty in balancing work with children, friends, relatives, and
other commitments outside the organization. With this realization, the current study
does not limit its sample to any subgroups for the issue of generalizability (Boyar et al.,
2003).
In the next section, the research model and the hypothesized relationships are
discussed. Then, discussions of the methodology and the results are presented. The
study concludes with the implications for managers and avenues for future research.

2. Research model and hypotheses

Because of their boundary-spanning roles, front-line employees differ from other
employees in non-boundary-spanning positions. Specifically, a synthesis of the
services management and marketing literatures proposes three key features of
front-line bank employees. First, front-line bank employees represent their
organization to outsiders (customers), enhance the image of the organization, and
improve the organization’s legitimacy through advocacy (Bettencourt and Brown,
2003). Second, due to the nature of boundary-spanning positions, front-line bank
employees are important sources of information about customers’ requests,
complaints, and expectations (Lewis and Spyrakopoulos, 2001). Third, as mentioned
earlier, front-line bank employees play a critical role in the delivery of superior service
quality and are expected to cope with a number of customers’ complaints in the service
encounter and resolve them to the satisfaction of the complainant (Yavas et al., 2003).
Recognizing the critical importance of front-line bank employees in the service
encounter, this study develops and tests a model that investigates the effects of
work-family conflict, emotional exhaustion, and intrinsic motivation on affective and
performance outcomes of front-line employees in Turkish retail banks as a case in
point. By examining the relationships shown in Figure 1, this study contributes to the
IJBM
24,3

176

Figure 1.
Research model

existing knowledge base in the following ways. First, the overwhelming majority of the
empirical studies on work-family conflict and burnout/emotional exhaustion have been
made in Western or affluent countries (Aryee et al., 1999; Low et al., 2001). In today’s
competitive Turkish work environment, there are changing values and expectations of
a young and well-educated manpower (Aycan, 2001), and there is an increasing
involvement of women in the workforce (Aycan and Eskin, 2004). Since banking sector
is one of the fastest growing sectors in Turkey, it is important to examine the
relationships of work-family conflict and emotional exhaustion with front-line bank
employees’ job performance, job satisfaction, and affective organizational commitment.
Second, a meta-analytic inquiry reports that the individual empirical studies have
produced mixed results regarding the relationship of work-family conflict with job
performance and affective organizational commitment (Allen et al., 2000). Specifically, The effects of
the weighted mean of the correlations have ranged from 0.00 to 20.26 and 20.06 to work-family
20.42 for job performance and affective organizational commitment, respectively. These
individual empirical studies have used samples of retail managers, elementary/high conflict
school educators, married accountants, or real estate employees to examine the above
relationships. Recent research also indicates that anecdotal evidence primarily exists
pertaining to the impact of work-family conflict on front-line employees’ performance 177
(Netemeyer et al., 2005). Therefore, the current study investigates the relationship of
work-family conflict with front-line bank employees’ job performance and affective
organizational commitment for the issue of generalizability.
Third, burnout consists of three distinct dimensions such as emotional exhaustion,
depersonalization, and diminished personal accomplishment, and refers to “a
syndrome of emotional exhaustion and cynicism that occurs frequently among
individuals who do ‘people-work’ of some kind” (Maslach and Jackson, 1981, p. 99).
Many studies consider emotional exhaustion the initiator of the burnout syndrome (e.g.
Babakus et al., 1999; Gaines and Jermier, 1983). Very little, however, is known about the
relationship between intrinsic motivation and burnout in the marketing literature (Low
et al., 2001). Since intrinsic motivation is among the key personality traits of successful
front-line employees, it is important to understand whether intrinsic motivation
alleviates front-line bank employees’ emotional exhaustion.
Finally, overlooking the consequences of work-family conflict and emotional
exhaustion may deteriorate the job outcomes of front-line bank employees in the
workplace. Thus, the findings of the present study are posited to provide bank
managers with useful implications for business practice.

2.1 Emotional exhaustion

Work-family conflict refers to “a form of interrole conflict in which the general
demands of, time devoted to, and strain created by the job interfere with performing
family-related responsibilities” (Netemeyer et al., 1996, p. 401). Once there is depletion
of emotional resources, individuals are subjected to feelings of fatigue, loss of trust and
concern, and frustration (Gaines and Jermier, 1983). Consequently, front-line employees
perceiving conflicts between job-related responsibilities and family and/or social
commitments may feel overwhelmed by their responsibilities at work (Hyman et al.,
2003) and experience elevated levels of emotional exhaustion. There is empirical
evidence to support this premise. For example, Boles et al. (1997) found that
work-family conflict experienced by salespeople increased their emotional exhaustion.
Mauno and Kinnunen (1999) also showed that work-family conflict increased
employees’ job (emotional) exhaustion in Finland. In light of the aforementioned
findings, the following hypothesis is proposed:
H1. Work-family conflict has a significant positive impact on front-line
employees’ emotional exhaustion.
Intrinsic motivation refers to an individual’s “feeling of challenge or competence
derived from performing a job” (Keaveney, 1992, p. 151). Low et al. (2001) found that
intrinsic motivation reduced burnout for a sample of salespeople across different
industries. As discussed before, emotional exhaustion is the first stage of the burnout
syndrome, and empirical research is needed regarding the relationship between
IJBM intrinsic motivation and emotional exhaustion using data collected from front-line
24,3 employees. Therefore, the following hypothesis is proposed:
H2. Intrinsic motivation has a significant negative impact on front-line employees’
emotional exhaustion.

178 2.2 Job performance

In this study, job performance is defined as “the level of productivity of an individual
employee, relative to his or her peers, on several job-related behaviors and outcomes”
(Babin and Boles, 1998, p. 82). As discussed in the preceding parts, a limited number of
individual empirical studies have tested the relationship between work-family conflict
and job performance, but have produced inconsistent results pertaining to the
relationship between the two constructs (Allen et al., 2000). Front-line employees
having incompatible work, family, and social demands are subjected to work-family
conflict. In these circumstances, these conflicting demands may make front-line
employees experience high levels of work-family conflict and report low levels of
performance in the workplace. Accordingly, the following hypothesis is proposed:
H3. Work-family conflict exerts a significant negative impact on front-line
employees’ job performance.
As noted before, there is not much empirical evidence regarding the relationship
between emotional exhaustion and job performance in the extant literature.
Specifically, using a sample of salespeople, Babakus et al. (1999) found that high
levels of emotional exhaustion led to decreased performance. Prior to this, Wright and
Bonett (1997) demonstrated that emotional exhaustion was negatively associated with
work performance. Recently, Cropanzano et al. (2003) reported that emotional
exhaustion decreased employees’ job performance. Based on these findings, the current
study posits that emotionally exhausted front-line employees are unable to cope with a
wide variety of customers’ needs and requests and thus report decreased job
performance in the workplace. This prompts the hypothesis that:
H4. Emotional exhaustion exerts a significant negative effect on front-line
employees’ job performance.
Conceptual evidence indicates that intrinsically motivated employees are innovative
and high performers in the workplace (Miller, 2002). Empirical evidence demonstrates
that intrinsic motivation positively influences salesperson work performance (Tyagi,
1985). Empirical evidence also reveals that salespeople’s intrinsic motivation has a
significant positive effect on their perceptions of performance (Babakus et al., 1996).
Therefore, the following hypothesis is proposed:

H5. Intrinsic motivation has a significant positive effect on front-line employees’

job performance.

2.3 Job satisfaction

Job satisfaction is defined as “the pleasurable emotional state resulting from the
appraisal of one’s job as achieving or facilitating the achievement of one’s job values”
(Locke, 1969, p. 316). There are several empirical studies that have examined the
association between work-family conflict and job satisfaction using front-line The effects of
employee samples in the marketing literature. For example, Boles and Babin (1996) work-family
showed that work-family conflict had a detrimental effect on food servers’ job
satisfaction. Babin and Boles (1998) also found a similar finding. Thus, the following conflict
hypothesis is proposed:
H6. Work-family conflict has a significant negative effect on front-line employees’
job satisfaction.
179
In their meta-analytic study, Lee and Ashforth (1996) found that emotional exhaustion
was negatively correlated with job satisfaction. However, empirical studies, which
have used samples of front-line employees in the marketing literature, have reported
mixed results regarding the relationship between the two constructs. For example,
Boles et al. (1997) reported that emotional exhaustion had no significant negative
influence on salesperson job satisfaction. Babakus et al. (1999) demonstrated that
emotional exhaustion experienced by salespeople decreased their job satisfaction. In
light of the aforementioned information, the following hypothesis is proposed:
H7. Emotional exhaustion has a significant negative impact on front-line
employees’ job satisfaction.
There is also empirical evidence to support the relationship between intrinsic
motivation and job satisfaction. Specifically, Lu (1999) reported that intrinsic
motivation exerted a significant positive effect on the job satisfaction of working
adults. Low et al. (2001) also found that intrinsic motivation was positively associated
with salesperson job satisfaction. Accordingly, the following hypothesis is proposed:
H8. Intrinsic motivation has a significant positive influence on front-line
employees’ job satisfaction.
The relationship between job performance and job satisfaction has received much
empirical attention in the marketing literature (e.g. Brown and Peterson, 1993). To
remain consistent with the overwhelming majority of the empirical findings in the
marketing literature, this study posits that front-line employees performing effectively
in the workplace display high levels of satisfaction with their job (e.g. Babakus et al.,
1999; Bagozzi, 1980). Hence, the following hypothesis is proposed:
H9. Job performance exerts a significant positive effect on front-line employees’
job satisfaction.

2.4 Affective organizational commitment

Organizational commitment is defined as “the relative strength of an individual’s
identification with and involvement in a particular organization” (Steers, 1977, p. 46).
This definition is consistent with Allen and Meyer’s (1990) concept of affective
organizational commitment, which refers to the strength of an employee’s emotional
attachment to an organization. As mentioned in the preceding parts, a recent
meta-analytic inquiry demonstrates that there are anomalous findings regarding the
relationship between work-family conflict and affective organizational commitment
(Allen et al., 2000). This study posits that front-line employees who are incapable of
managing work requirements with family and/or social commitments are likely to be
IJBM less affectively committed to the organization. In light of the above information, the
24,3 following hypothesis is proposed:
H10. Work-family conflict has a significant negative effect on front-line employees’
affective organizational commitment.
Emotional exhaustion is also regarded as one of the critical variables that has a
180 detrimental effect on front-line employees’ affective organizational commitment. There
is empirical support for this relationship. For example, Babakus et al. (1999) found that
higher emotional exhaustion led to lower salespeople’s affective commitment to the
organization. Cropanzano et al. (2003) also found that emotional exhaustion was
negatively associated with affective organizational commitment. Therefore, the
following hypothesis is proposed:
H11. Emotional exhaustion has a significant negative impact on front-line
employees’ affective organizational commitment.
Miller (2002) persuasively discusses that employees feel more connected to the
organization, when they are intrinsically motivated. This conceptual evidence is also
supported by prior empirical evidence. For instance, in their meta-analytic study,
Mathieu and Zajac (1990) found a significant positive correlation between internal
motivation (feelings of accomplishment and self-fulfillment) and organizational
commitment. Eby et al. (1999) demonstrated that intrinsic motivation was positively
associated with affective organizational commitment. Consistent with both conceptual
and empirical evidence, the following hypothesis is proposed:
H12. Intrinsic motivation exerts a significant positive impact on front-line
employees’ affective organizational commitment.
Front-line bank employees who exert work and time efforts into their jobs are likely to
become attached to their organization. This may be due to the availability of
advancement opportunities in the workplace. In some empirical studies, organizational
commitment is treated as one of the antecedents of job performance (e.g. Boshoff and
Mels, 1995). However, in this study job performance is treated as one of the predictors
of affective organizational commitment. There is empirical support for this premise in
the marketing literature. For example, in their meta-analytic inquiry, Brown and
Peterson (1993) found that job performance and job satisfaction had significant
positive effects on salespeople’s organizational commitment. Recent empirical research
also provides support for these relationships. For example, Low et al. (2001)
demonstrated that high levels of salesperson performance and job satisfaction led to
high levels of affective commitment to the organization. Brashear et al. (2003) reported
that job performance and job satisfaction were positively associated with affective
organizational commitment for a sample of Polish retail salespeople. As convincingly
discussed by MacKenzie et al. (1998), extra-role performance is one of the consequences
of organizational commitment, while in-role performance (job performance) is one of
the antecedents of organizational commitment. Consequently, employees performing
effectively in the workplace are likely to become affectively committed to the
organization. Consonant with the aforementioned studies, the following hypotheses are
proposed:
 H13. Job performance exerts a significant positive effect on front-line employees’ The effects of
affective organizational commitment. work-family
H14. Job satisfaction exerts a significant positive effect on front-line employees’ conflict
affective organizational commitment.

3. Methodology 181
3.1 Setting and sample
The aforementioned hypothesized relationships were assessed using data collected
from front-line bank employees in Turkey. Managements of 23 banks in one city in the
south-eastern region of Turkey were requested to give permission to the research team
to collect data from front-line employees (i.e. customer service representatives and
sales/credit staff). The total number of front-line bank employees in the research
location was 450. At the outset of the research, front-line bank employees were given
an assurance of anonymity and confidentiality, and it was explained that there were no
right or wrong answers to the questionnaire items. Respondents were requested to
self-administer the questionnaires. A total of 450 questionnaires were personally
distributed to front-line bank employees by the research team. By the cut-off date for
data collection, 363 usable questionnaires were personally retrieved from the
employees for a response rate of 80.7 percent.

3.2 Measurement
Multiple item indicators from prior studies were used to operationalize the work-family
conflict, emotional exhaustion, intrinsic motivation, job performance, job satisfaction,
and affective organizational commitment constructs. Responses to the items in
emotional exhaustion, intrinsic motivation, job performance, and affective
organizational commitment were elicited on five-point scales ranging from
“5 ¼ strongly agree” to “1 ¼ strongly disagree”. While responses to the work-family
conflict items were elicited on five-point scales ranging from “5 ¼ strong positive
impact” to “1 ¼ strong negative impact”, responses to the job satisfaction items were
elicited on five-point scales ranging from “5 ¼ extremely satisfied” to “1 ¼ extremely
dissatisfied”.
Eight (8) items were used from Burke et al. (1979) in order to measure front-line
employees’ work-family conflict. Emotional exhaustion was measured using eight
items from the emotional exhaustion subscale of the Maslach Burnout Inventory
(Maslach and Jackson, 1981). A four-item scale from Low et al. (2001) was used to
operationalize intrinsic motivation. Five items were adapted from Babin and Boles
(1998) to measure front-line employees’ job performance. Eight items were used from
Hartline and Ferrell (1996) to measure job satisfaction. Affective organizational
commitment was operationalized using five items from Mowday et al. (1979). Age,
gender, education, organizational tenure, marital status, and number of children were
assessed as antecedents of work-family conflict, emotional exhaustion, intrinsic
motivation, job performance, job satisfaction, and affective organizational
commitment.
The questionnaire was originally prepared in English and then translated into
Turkish by using the back-translation method (McGorry, 2000). The survey
instrument was pre-tested based on feedback from a pilot sample of 50 front-line
employees working for retail banks. Specifically, front-line employees had no difficulty
IJBM in understanding the questionnaire items. Therefore, no changes were made in the
24,3 instrument.

4. Results
4.1 Sample
More than 50 percent (58.7 percent) of the respondents were male. Of the respondents
182 20 percent (20.1 percent) had secondary and high school education and 54 percent had
undergraduate degree. One-half of the respondents (50.4 percent) were between the
ages of 28-37 and 26 percent (26.4 percent) were between 18 and 27 years old. Of the
respondents 18 percent (17.9 percent) had tenures less than one year and more than 60
percent (62.6 percent) of the respondents had tenures between one and ten years. Of the
respondents 66 percent (65.6 percent) indicated that they were married. While one-half
(50.1 percent) of the respondents had no children, 41 percent of the respondents had
children between 1 and 2.

4.2 Psychometric properties of the measures

The measures were subjected to a series of confirmatory factor analysis to provide
support for the issues of dimensionality, convergent and discriminant validity
(Joreskog and Sorbom, 1996). According to the results of the confirmatory factor
analysis, several items were deleted due to low standardized loadings (, 0.50) or
correlation measurement error. Consequently, one item each from work-family conflict,
emotional exhaustion, and job satisfaction was removed from further analysis. The
results of the confirmatory factor analysis demonstrated a moderate fit of the six-factor
model to the data on the basis of a number of fit statistics (x2 ¼ 1632:15, df ¼ 545;
GFI ¼ 0:80; AGFI ¼ 0:76; NFI ¼ 0:77; NNFI ¼ 0:82; CFI ¼ 0:84; RMSEA ¼ 0:07;
RMR ¼ 0:07). As reported in Table I, the magnitudes of the standardized loadings
ranged from 0.50 to 0.88, and all t-values ranging from 8.85 to 20.92 were significant. Of
the 35 items, 15 had loadings greater than 0.70. Model fit statistics as well as the
magnitudes of the loadings provided support for convergent validity (Anderson and
Gerbing, 1988).
We also checked the issue of discriminant validity by performing a series of
pairwise confirmatory factor analyses. Specifically, we first tried to fit a two-factor
model for each pair of study constructs and then force items representing each
construct into a single-factor solution. Various fit statistics produced better results for
a two-factor model and provided evidence for discriminant validity (Anderson and
Gerbing, 1988). In addition, Table I shows that all constructs had internal reliability
estimates above the cut-off level of 0.70 as recommended by Nunnally (1978). These
results suggest that all coefficient alphas were deemed acceptable.
Composite scores for each measure were computed by averaging scores across
items representing that measure. As reported in Table II, the correlations among the
study variables ranged from 2 0.01 (work-family conflict and job performance) to 0.52
(job satisfaction and affective organizational commitment). Means and standard
deviations of the composite scores are shown in Table II.

4.3 Correlation analysis results

A careful examination of Table II demonstrates that several control variables have
significant correlations with study variables. Specifically, age has positive correlations
 The effects of
Scale items Standardized loadings t-values Alpha
work-family
Work-family conflict (W-FCON) 0.87 conflict
Personal relationships with friends 0.59 11.84
Mental and physical state at home 0.85 19.55
Your participation in home activities 0.81 18.10
Your weekend, vacation time, and social life 0.77 16.68 183
Concern for your health or safety 0.68 14.17
Your personal development 0.64 13.01
Requirement to relocate for sake of career 0.50 9.73
Emotional exhaustion (EEXHAUST) 0.90
I feel emotionally drained from my work 0.65 13.31
I feel used up at the end of the workday 0.60 12.10
I feel fatigued when I get up in the morning and have
to face another day on the job 0.77 16.94
Working with people all day is really a strain for me 0.69 14.52
I feel burned out from my work 0.88 20.92
I feel frustrated by my job 0.81 18.21
I feel like I am at the end of my rope 0.78 17.38
Intrinsic motivation (INTMOT) 0.82
When I do work well, it gives me a feeling of
accomplishment 0.69 13.80
I feel a great sense of personal satisfaction, when I do
my job well 0.77 15.90
When I perform my job well, it contributes to my
personal growth and development 0.75 15.38
My job increases my feeling of self-esteem 0.74 15.19
Job performance (JPERF) 0.73
I am a top performer 0.60 10.86
I am in the top 10 percent of frontline employees here 0.50 8.85
I get along better with customers than do others 0.62 11.38
I know more about services delivered to customers 0.69 12.82
I know what my customers expect 0.59 10.78
Job satisfaction (JSAT) 0.87
My overall job 0.72 15.37
My fellow workers 0.61 12.31
My supervisor(s) 0.75 16.23
This bank’s policies 0.83 18.69
The support provided by this bank 0.80 17.63
My salary 0.59 11.90
The opportunities for advancement with this bank 0.64 13.02
Affective organizational commitment (AOC) 0.79
My values and those of the bank are similar 0.61 11.91
I really care about the future of this bank 0.69 13.77
I am proud to tell others that I work for this bank 0.78 16.15
I am willing to put in a great deal of effort beyond
that normally expected in order to help the bank to
be successful 0.58 11.08
For me, this is the best of all possible organizations
for which to work 0.61 11.91 Table I.
Scale items, reliabilities,
Notes: Each item is measured on five-point scales; all loadings are significant at the 0.01 level or and confirmatory factor
better analysis results (n ¼ 363)
 24,3

184
IJBM

Table II.

control variables
model constructs and
standard deviations of
composite measures of
Correlations, means, and
Variables 1 2 3 4 5 6 7 8 9 10 11 12

1. Age 1.00
2. Gender 20.28 * * 1.00
3. Education 20.17 * * 0.20 * * 1.00
4. Organizational tenure 0.65 * * 20.21 * * 2 0.28 * * 1.00
5. Marital status 0.24 * * 20.19 * * 2 0.10 0.19 * * 1.00
6. Number of children 0.34 * * 20.18 * * 2 0.14 * * 0.30 * * 0.51 * * 1.00
7. W-FCON 0.01 20.01 0.02 0.09 0.06 20.04 1.00
8. EEXHAUST 0.06 0.02 0.04 0.20 * * 2 0.13 * 20.09 0.29 * * 1.00
9. INTMOT 20.05 20.01 0.02 2 0.01 2 0.01 20.01 20.09 20.12 * 1.00
10. JPERF 0.16 * * 20.02 0.08 0.14 * * 0.10 0.04 20.01 0.05 0.38 * * 1.00
11. JSAT 0.12 * 20.12 * 2 0.07 0.06 0.06 0.09 20.33 * * 20.26 * * 0.28 * * 0.25 * * 1.00
12. AOC 0.01 20.02 2 0.08 0.05 0.01 0.07 20.24 * * 20.18 * * 0.42 * * 0.30 * * 0.52 * * 1.00
Mean 2.04 0.41 3.39 2.70 0.66 1.90 2.88 2.76 4.47 3.99 3.43 4.11
Standard deviation 0.86 0.49 0.90 1.45 0.48 1.15 0.82 0.99 0.59 0.57 0.79 0.63
Notes: Composite scores for each measure were computed by averaging scores across items representing that measure. The scores range from 1 to 5. Age
and education were measured using five-point scales. The number of children and organizational tenure were measured using six-point scales. Higher
scores indicated older age, more educated, greater parental demands, and longer tenure. Gender was coded as a binary variable (0 ¼ male and
1 ¼ female). Marital status also was coded as a binary variable (0 ¼ single or divorced and 1 ¼ married). W-FCON ¼ Work-family conflict;
EEXHAUST ¼ Emotional exhaustion; INTMOT ¼ Intrinsic motivation; JPERF ¼ Job performance; JSAT ¼ Job satisfaction; AOC ¼ Affective
organizational commitment; *Correlations are significant at the 0.05 level; * *Correlations are significant at the 0.01 level; Correlations without any
asterisks are not significant
with job performance (r ¼ 0:16) and job satisfaction (r ¼ 0:12). Organizational tenure The effects of
has positive correlations with emotional exhaustion (r ¼ 0:20) and job performance work-family
(r ¼ 0:14). These positive correlations suggest that older front-line employees report
higher levels of job performance and job satisfaction. However, front-line employees conflict
having longer tenure are more emotionally exhausted. In addition, employees with
longer tenure have more favorable perceptions of job performance.
Gender has a negative correlation with job satisfaction (r ¼ 20:12). Marital status 185
has a negative correlation with emotional exhaustion (r ¼ 20:13). These negative
correlations indicate that female employees have lower levels of job satisfaction.
Finally, married employees have less favorable perceptions of emotional exhaustion.

4.4 Model test results

The correlation matrix shown in Table II was used as input in order to test the
hypothesized relationships using LISREL 8.30 through path analysis (Joreskog and
Sorbom, 1996). The results of the path analysis in Table III indicate that the model fit
the data well (e.g. x2 ¼ 3:46, df ¼ 1; CFI ¼ 1:00; RMSEA ¼ 0:08; RMR ¼ 0:01). In
view of the results of the path analysis, the majority of the hypotheses were supported.
Table III includes direct, indirect, and total effects. Only significant values are shown
in Table III. However, this is a generalized summary.
As shown in Table III, organizational tenure has a significant positive impact on
work-family conflict. This result suggests that front-line bank employees having
longer tenure report higher levels of work-family conflict. Therefore, front-line bank
employees with longer tenure may have been overworked and faced difficulty in
balancing job-related responsibilities with non-work commitments.
The empirical results indicate that work-family conflict (W-FCON) has a significant
positive effect on emotional exhaustion (EEXHAUST). Hypothesis 1 is therefore
supported. The empirical results also show that intrinsic motivation (INTMOT) has a
significant negative impact on emotional exhaustion (EEXHAUST). Hypothesis 2 is
therefore supported. As shown in Table III, organizational tenure and marital status
are significantly associated with emotional exhaustion. These findings suggest that
front-line bank employees with longer tenure may have confronted with heavy
workloads and thus may have experienced elevated levels of emotional exhaustion.
However, married employees may have received family or spouse support and thus
may have reported lower emotional exhaustion.
According to the results of the path analysis, work-family conflict (W-FCON) and
emotional exhaustion (EEXHAUST) do not have any significant effects on job
performance (JPERF). Hypotheses 3 and 4 are therefore not supported. There is
empirical support for the significant positive effect of intrinsic motivation (INTMOT)
on job performance (JPERF). Hypothesis 5 is thus supported. As demonstrated in
Table III, age, education, and marital status are significantly related to job
performance. These findings suggest that older, better educated, and married front-line
bank employees have higher performance in the workplace.
The empirical results reveal that work-family conflict (W-FCON) and emotional
exhaustion (EEXHAUST) exert significant negative effects on job satisfaction (JSAT).
Hypotheses 6 and 7 are therefore supported. The empirical results also demonstrate
that intrinsic motivation (INTMOT) and job performance (JPERF) have significant
positive effects on job satisfaction (JSAT). Hypotheses 8 and 9 are therefore supported.
IJBM
Variables W-FCON EEXHAUST INTMOT JPERF JSAT AOC
24,3
Direct effects
Age 0.16 (2.44)
Gender
Education 0.11 (2.16)
186 Organizational
tenure 0.18 (2.52) 0.29 (4.31)
Marital status 20.15 (2 2.58) 0.11 (2.00)
Number of
children
W-FCON 0.26 (5.31) 20.27 (25.65)
EEXHAUST 20.17 (23.45)
INTMOT 20.10 (2 2.13) 0.40 (8.29) 0.17 (3.35) 0.25 (5.37)
JPERF 0.18 (3.50) 0.12 (2.55)
JSAT 0.39 (8.08)
R 2 ¼ 0:03 R 2 ¼ 0:16 R 2 ¼ 0:01 R 2 ¼ 0:21 R 2 ¼ 0:24 R 2 ¼ 0:37
Indirect effects
Age
Gender
Education
Organizational
tenure 20.08 (22.06)
Marital status
Number of
children
W-FCON 20.04 (22.51) 2 0.13 (2 4.76)
EEXHAUST 2 0.05 (2 2.15)
INTMOT 0.09 (3.66) 0.15 (5.15)
JPERF 0.07 (3.21)
Total effects
Age
Gender
Education 0.13 (2.32)
Organizational
tenure 0.18 (2.52) 0.33 (4.75)
Marital status 20.12 (2 2.00)
Number of
children
W-FCON 0.26 (5.31) 20.32 (26.62) 2 0.20 (2 4.34)
EEXHAUST 20.16 (23.10)
INTMOT 20.10 (2 2.13) 0.39 (8.13) 0.26 (5.43) 0.40 (8.61)
JPERF 0.18 (3.50) 0.19 (3.77)
JSAT 0.39 (8.08)
Notes: Age and education were measured using five-point scales. The number of children and
organizational tenure were measured using six-point scales. Higher scores indicated older age, more
educated, greater parental demands, and longer tenure. Gender was coded as a binary variable
(0 ¼ male and 1 ¼ femaleÞ. Marital status also was coded as a binary variable (0 ¼ single or divorced
and 1 ¼ married). W-FCON ¼ Work-family conflict; EEXHAUST ¼ Emotional exhaustion;
Table III. INTMOT ¼ Intrinsic motivation; JPERF ¼ Job performance; JSAT ¼ Job satisfaction; AOC ¼
Model test results: direct, Affective organizational commitment; The t-values demonstrate a statistically significant
indirect and total effects relationship at the 0.05 level. Only significant values are shown
The results of the path analysis do not provide any empirical support for the The effects of
significant negative effects of work-family conflict (W-FCON) and emotional work-family
exhaustion (EEXHAUST) on affective organizational commitment (AOC).
Hypotheses 10 and 11 are therefore not supported. The empirical findings indicate conflict
that intrinsic motivation (INTMOT) has a significant positive impact on affective
organizational commitment (AOC). Hypothesis 12 is therefore supported. The
empirical results also show that job performance (JPERF) and job satisfaction (JSAT) 187
have significant positive effects on affective organizational commitment (AOC).
Hypotheses 13 and 14 are thus supported.
As demonstrated in Table III, work-family conflict and emotional exhaustion have
significant indirect effects on affective organizational commitment through job
satisfaction. These findings suggest that job satisfaction mediates the effects of
work-family conflict and emotional exhaustion on affective organizational
commitment.

5. Discussion and implications

5.1 Discussion
Building on recent extant research, the purpose of this study was to examine the effects
of work-family conflict, emotional exhaustion, and intrinsic motivation on front-line
employees’ job performance, job satisfaction, and affective organizational commitment
in Turkish retail banks as its setting.
Consonant with past empirical research (e.g. Boles et al., 1997; Hyman and
Summers, 2004), the empirical results indicate that work-family conflict increases
front-line bank employees’ emotional exhaustion. In a competitive work environment
where the critical role of front-line bank employees cannot be underestimated, bank
managers should consider work-family conflict one of the most important factors that
triggers emotional exhaustion. The results of the path analysis also demonstrate that
intrinsic motivation decreases front-line bank employees’ emotional exhaustion. This
is a useful addition to our existing knowledge base.
The finding pertaining to the effect of work-family conflict on job performance is
not significant. It should be noted that the current study has not measured family-work
conflict. As examined in previous studies (e.g. Netemeyer et al., 2004), future research
may wish to examine the relationship between family-work conflict and job
performance. The empirical results demonstrate that emotional exhaustion is not
significantly related to front-line bank employees’ job performance. This is not
consonant with that of Cropanzano et al. (2003). However, consistent with prior
conceptual and empirical evidence (e.g. Babakus et al., 1996; Low et al., 2001; Miller,
2002), the results reveal that intrinsic motivation is a significant determinant of job
performance. This finding suggests that high levels of intrinsic motivation lead to an
increase in front-line bank employees’ job performance.
The findings concerning the effects of work-family conflict, emotional exhaustion,
intrinsic motivation, and job performance on job satisfaction are concordant with the
study hypotheses and previous empirical research (e.g. Babakus et al., 1999; Boles and
Babin, 1996; Low et al., 2001). Due to the nature of boundary-spanning positions,
front-line bank employees are often susceptible to heavy workloads and inflexible
work schedules. In these circumstances, front-line bank employees are more unlikely to
balance work obligations with family and/or social commitments. Therefore,
IJBM work-family conflict leads to detrimental job outcomes such as job dissatisfaction. In
24,3 addition, prior studies indicate that there appears to be some question about the impact
of emotional exhaustion on employees’ job satisfaction in boundary-spanning positions
(Babakus et al., 1999; Boles et al., 1997). In the current study, emotional exhaustion was
found to be negatively associated with front-line bank employees’ job satisfaction. This
significant negative relationship indicates that front-line employees in people-oriented
188 jobs (banks) experience elevated levels of psychological demands imposed on them and
thus are less satisfied with their job.
The results of the path analysis also indicate that intrinsic motivation is a
significant predictor of job satisfaction. This is consistent with that of Low et al. (2001).
This finding suggests that intrinsically motivated front-line employees are more
satisfied with their job. Consonant with past writings (e.g. Bagozzi, 1980; Netemeyer
et al., 2004), the empirical results demonstrate that higher levels of job performance
lead to increased satisfaction with the job in the workplace.
As discussied earlier, the individual empirical studies have produced mixed results
regarding the relationship between work-family conflict and affective commitment to
the organization (Allen et al., 2000). The findings of this study demonstrate that
work-family conflict does not have any significant negative effect on affective
organizational commitment. In addition, the results do no lend any empirical support to
the significant negative relationship between emotional exhaustion and affective
organizational commitment. This finding is inconsistent with that of Babakus et al.
(1999). However, the results of the path analysis reveal that job satisfaction mediates
the impacts of work-family conflict and emotional exhaustion on affective
organizational commitment. These findings are useful additions to the existing body
of knowledge.
As expected, the results of the path analysis indicate that intrinsic motivation, job
satisfaction, and job performance have significant positive effects on front-line
employees’ affective organizational commitment. Higher intrinsic motivation leads to
an increase in affective commitment to the organization. This is concordant with that
of Eby et al. (1999). In addition, the results of the path analysis reveal that job
performance is among the significant determinants of affective organizational
commitment. This path-analytic finding is consistent with that of Brashear et al. (2003).
As reported in the extant literature (e.g. Eby et al., 1999), there is a consistent
relationship between job satisfaction and affective organizational commitment. The
findings of this study provide empirical support for this consistent relationship. These
results suggest that front-line employees performing effectively in the workplace and
displaying higher job satisfaction have higher affective commitment to the
organization.

5.2 Managerial implications

On a practical front, this study provides managers with useful implications. First, the
empirical results indicate that work-family conflict and emotional exhaustion have
detrimental effects on front-line bank employees’ job satisfaction and affective
organizational commitment directly or indirectly. While Turkish bank executives
recognize the importance of delivery of high quality service to customers, customer
service orientation is still in its infancy in Turkey. The organizational structures of the
banks are not yet appropriate to viewing of things from the customer’s perspective
(Yavas et al., 2003). Despite these difficulties, this study demonstrates that careful The effects of
interpretation, adaptation and evaluation of existing concepts and measures can be work-family
fruitfully employed.
Top managements of Turkish banks should be committed to establishing and conflict
maintaining family-supportive work environments. This is important since research
indicates that family-friendly programs have been designed and introduced to meet
business needs in lieu of meeting employee needs (Hyman and Summers, 2004). Having 189
family-friendly programs in the organization sends powerful signals to front-line
employees indicating that management becomes supportive and sees work and family
responsibilities as both important and necessary for continued organizational success
(cf. Spinks, 2004). In apparent recognition of this, family-friendly benefits which may
include flexible work schedules, on-site child care, and family leave are more likely to
mitigate the adverse effects of work-family conflict and emotional exhaustion on job
outcomes of front-line bank employees. The availability of family-friendly benefits in
the workplace is also an effective tool for marketing vacant posts to high performing
employees.
Second, there is some evidence shows that line managers may not support
employees who take advantage of family-friendly benefits (Allen, 2001). In these
circumstances, employees think that they may lose their jobs, if they want to take
advantage of these benefits. Therefore, various continuous training programs, which
focus on the critical role of family-friendly benefits in the acquisition and retention of
successful front-line employees and thus in the organizational success, should be
arranged for bank managers. As cogently discussed by Netemeyer et al. (2005),
properly trained managers can create a culture that helps front-line employees balance
work requirements with non-work responsibilities and make the work itself less
stressful.
Third, currently training programs in Turkish banks focus on development of
functional skills (Yavas et al., 2003). After basic training, an employee returns to
his/her respective position and utilization of skills is left to the initiative of the
employee. With this realization, properly trained managers should provide ongoing
training programs which aim to teach front-line employees how to manage time
effectively. These ongoing training programs should also aim to teach front-line
employees how to resolve problems associated with work-family conflict and
emotional exhaustion.
Lastly, the present study demonstrates that intrinsic motivation decreases
emotional exhaustion, and increases front-line employees’ job performance, job
satisfaction, and affective organizational commitment. In apparent recognition of these
findings, managers should create high standards for service excellence, establish trust
in employees, offer career opportunities, and, where necessary, delegate authority in
order to enhance front-line employees’ intrinsic motivation and thus their job
performance, job satisfaction, and affective organizational commitment.

5.3 Limitations and future research directions

There are several limitations to our current empirical investigation. First, job
performance was assessed via self-report measure in this study. Although this
approach is susceptible to common method variance (Doty and Glick, 1998), a
meta-analytic study demonstrates that the use of self-report measure does not
IJBM necessarily lead to systematic bias (Churchill et al., 1985). Nevertheless, in future
24,3 studies supervisor or customer evaluations of employee performance may be used to
avoid such a potential problem.
Second, the effects of work-family conflict and emotional exhaustion on non-work
variables such as family satisfaction, leisure satisfaction, and life satisfaction were not
investigated in the present study. Their inclusion in future empirical studies may shed
190 further light on our understanding about the effects of the work-family conflict and
emotional exhaustion on those non-work variables.
Third, this study failed to find significant negative effects of work-family conflict
and emotional exhaustion on front-line employees’ job performance and affective
organizational commitment. However, this study showed that job satisfaction
mediated the effects of work-family conflict and emotional exhaustion on affective
organizational commitment. Therefore, more empirical research is needed pertaining to
the effects of work-family conflict and emotional exhaustion on job performance and
affective organizational commitment in developing economies.
Fourth, future research may investigate the potential threshold levels which
work-family conflict and emotional exhaustion lead to ineffective job performance, job
dissatisfaction, and decreased affective organizational commitment that bank
managers would find unacceptable.
Lastly, this study built on recent extant research to examine the hypothesized
relationships. Future research may wish to use in-depth interviews as an alternative
approach to explore the relationships of work-family conflict, emotional exhaustion,
and intrinsic motivation with job outcomes of front-line bank employees. Incorporating
organizational culture and leadership styles such as transformational leadership into
the research model may shed further light on the abovementioned relationships.

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Corresponding author
Osman M. Karatepe can be contacted at: osman.karatepe@emu.edu.tr

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