Impact of personal and organizational factors on work-life conflict and employee commitment

Impact of personal factors on the work life conflict and its co-influence with
organizational factors on employee commitment in Croatia
D I S S E R TAT I O N
of the University of St. Gallen,
School of Management,
Economics, Law, Social Sciences
and International Affairs
to obtain the title of
Doctor of Philosophy in Management
submitted by
Mirna Korican Lajtman
from
Croatia
Approved on the application of
Prof. Dr. Li Choy Chong
and
Prof. Dr. Martin Hilb
Dissertation no. 4529

Mate d.o.o., Zagreb, 2016
The University of St. Gallen, School of Management, Economics, Law, Social
Sciences and International Affairs hereby consents to the printing of the present
dissertation, without hereby expressing any opinion on the views herein expressed.
St. Gallen, May 30, 2016
The President:
Prof. Dr. Thomas Bieger

To my parents and family
Acknowledgments
At the end of this journey, I would like to thank to those who helped me to successfully
complete my dissertation. With their help and time this project was more enjoyable
and fun.
Above all, I would like to express my gratitude to supervisors Prof. Dr. Li Choy
Chong and Prof. Dr. Martin Hilb for their guidance, patience, and support. I especially
thank Prof Dr. Li Choy Chong for the freedom he provided me, wise comments and
encouragement to finish this dissertation.
I would also like to thank my parents, who I love from the bottom of my heart, Mira
and Mile Korican, who were my support on those days when I needed them, the
most. Special thanks to my husband Srecko and my little Mihael for their support.
Without the love and patience of my two boys this journey would take much longer
and be much harder than it was.
Aditionally, I would like to thank my colleagues and friends at Zagreb School of

Economics and Management with whom I shared discussions and time at work and
outside of work. Many thanks to Randy Richards and Julie Felker for the support in
those days when I wanted to give up. My special thanks also go to the Dean Dr. Duro
Njavro for believing in me and encouraged me to the very end.
Zagreb, July 2016 Mirna Korican Lajtman

V
OVERVIEW OF THE CONTENT

1. Introduction 1
2. Theoretical Background 17
3. Methodology 60
4. Results 88
5. Conclusion 105
References 120
Appendices 142
Definitions 153
Curriculum Vitae 156
VI
Contents
1. Introduction 1
1.1. Problem Orientation 1
1.2. Research Deficits and Central Research Question 4
1.2.1. Prediction of Work Life Conflict 4
1.2.2. Work Life Conflict and Organizational Commitment 5
1.2.3. Centralization of Work Life Conflict Research 6
1.2.4. Central Research Question 8
1.3. Methodological Approach 12
1.4. Academic and Practical Relevance 14
1.5. Structure of the Dissertation 15
2. Theoretical Background 17
2.1. Work Life Conflict and Life Work Conflict 17
2.1.1. Antecedents of Work Life Conflict and Life Work Conflict 19
2.1.1.1. Objective Personal Factors 19
2.1.1.2. Objective Organizational Factors 25
2.1.1.3. Subjective Personal Factor 29
2.1.1.4. Subjective Organizational Factors 31
2.1.2. Consequences of Work Life Conflict 37
2.2. Organizational Commitment 40
2.2.1. Antecedents of Organizational Commitment 41
2.2.2. Consequences of Organizational Commitment 49
2.3. Social Construction Approach and Theories 50
2.4. Conservation of Resources Theory 52
2.5. Research in Croatia 57
3. Methodology 60
3.1. Research Model 1: Impact of Objective Factors on WLC and LWC 60
3.1.1. Conceptual Framework and Hypotheses 60
3.1.2. Data Collection and Sample 63
3.1.3. Measures 65
VII
3.2. Research Model 2: Impact of Subjective Factors on WLC 66

3.2.1. Conceptual Framework and Hypotheses 67
3.2.3. Measures 72
3.3. Research Model 3: Impact of WLC on the Organizational Commitment 78
3.3.1. Conceptual Framework and Methodology 79
3.3.3. Measures 82
4. Results 88
4.1. Research Model 1: Impact of Objective Factors on WLC and LWC 88
4.2. Research Model 2: Impact of Subjective Factors on WLC 97
4.3. Research Model 3: Impact of WLC on the Organizational Commitment 100
5. Conclusion 105
5.1. Objective Factors as Predictors of WLC and LWC 105
5.1.1. Theoretical Implications 105
5.1.2. Implications for Practice 109
5.2. Subjective Factors as Predictors of WLC 110
5.2.2. Implications for Practice 112
5.3. Consequences of WLC on Organizational Commitment 113
5.3.2. Implication for Practice 116
5.4. Limitations and Suggestions for Future Research 117
References 120
Appendices 142
Employee Questionnaire 1 142
Employee Questionnaire 2 147
Definitions 153
Curriculum Vitae 156
VIII
List of Tables
Table 1. Research Gaps and Sources from the Literature 8
Table 2. Examples of Work Life Balance Policies by Type 27
Table 3. All Researched Hypotheses 48
Table 4. Sample of Resources in Conservation of Resources Theory 54
Table 5. Research Hypotheses of Research Model 1 62
Table 6. Frequency Statistics for Research Model 1 64
Table 7. Scale Items for Scale Constructs of Research Model 1 66
Table 8. Research Hypotheses of Research Model 2 69
Table 9. Frequency Statistics for Research Model 2 71
Table 10. Reliability and Validity for Scale Constructs in Research Model 2 74
Table 12. Descriptive Statistics and Correlation in Research Model 2 76
Table 13. Goodness of Fit Criteria for Compared Measurement Models 77
Table 14. Acceptable Levels of Goodness of Fit Criteria in Research Model 2 78
Table 15. Research Hypotheses for Research Model 3 81
Table 16. Reliability and Validity for Scale Constructs in Research Model 3 83
Table 18. Descriptive Statistics and Correlation in Research Model 3 85
Table 19. Acceptable Levels of Goodness of Fit Criteria in Research Model 3 86
Table 20. Comparison of Different SEM Models 87
Table 21. Exploratory Factor Analysis for WLC 88
Table 22. Exploratory Factor Analysis for LWC 89
Table 23. Descriptive Statistics and Correlations 90
Table 24. Hierarchical Regression Analysis for WLC 92
Table 25. Hierarchical Regression Analysis for LWC 94
Table 26. Results of Hypotheses Testing for Research Model 1 96
IX
List of Figures
Figure 1. Three Groups of Trends Affecting Workplace 1
Figure 2. Specific Research Questions by Research Models 10
Figure 3. Connection Between Research Gaps and Research Questions 11
Figure 4. Research Models and Related Research Questions in the Holistic Model 13
Figure 5. Benefits of the Work Life Balance 14
Figure 6. Consequences of Work Life Conflict 38
Figure 7. Conceptual Framework for Research Model 1 61
Figure 10. Covariance Structure Model for Research Model 2 97
Figure 11. Results of Structural Equation Model in the Research Model 2 98
Figure 12. Covariance Structure Model for Research Model 3 101
Figure 13. Results of Structural Equation Model in the Research Model 3 102
Figure 14. Connection Between Research Gaps and Results 117
X
Abbreviations
CFI Comparative Fit Index
COR Conservation of Resources Theory
DF Degrees of freedom
e.g. Exempli gratia / for example
et al. Et alii
etc. Et cetera
HR Human resources
i.e. Id est / that is
LWC Life work conflict
OC Organizational commitment
OECD Organization for Economic Co-operation and Development
p Level of significance
r Correlation coefficient
R Multiple correlation coefficient
R2 Squared multiple correlation coefficient
SD Standard deviation
RMSEA Root mean square error of approximation
SEM Structural equations modeling
TLI Tucker-Lewis Index
t-value Value of t-test
vs. Versus
WLB Work life balance
WLC Work life conflict
X Average or mean
α Cronbach alpha coefficient
β Beta coefficient
χ2 Chi-square test
XI
Abstract
The nature of the workplace, today is affected by different family and work-
related factors. When compared to businesses several decades ago, companies
today compete in a globalized market marked surrounded by high technological
complexity. They are under pressure to increase the speed and development of their
businesses. Additionally they face major demographic shifts related to age, gender,
language, and cultural expectations. In the workforce today there are more women in
general, single parent families and dual career couples compared to previous decades.
Emphasis on profits and results pressures companies to extend their working hours,
which interferes with family and private life of their employees. These interferences
and different expectations and demands from work and life cause work life conflict.
Work life conflict has consequences on employee performance, and many companies
are trying to prevent it. It comes as no surprise that from 2000 and 2010 work life
conflict was one of the most researched topics.
This dissertation covers several research gaps. Previous research was mostly focused
on objective factors such as demographic variables. Additionally, correlations
between work life conflict and organizational commitment in different researches
were found inconsistent. Lastly, Croatia is put in the focus of this dissertation due to
its shift from a socialist to a capitalist system and its undeveloped research on this
topic.
This dissertation explores a more holistic model of antecedents and consequences

of the work life conflict in Croatia. The results show that while several objective
personal and organizational factors explain the work life conflict, intensity of work
life conflict is better predicted by subjective personal and organizational factors.
Also, the relationship between the work life conflict and organizational commitment
is explained via the mediation of job stress and job satisfaction.
XII
Zusammenfassung
Erwerbsarbeit wird heute zunehmend von unterschiedlichen familiären und
beruflichen Aspekten beeinflusst. Anders als noch vor ein paar Jahrzehnten,
konkurrieren Unternehmen heute auf einem globalen Markt, der von hoher
technologischer Komplexität gekennzeichnet ist. Dadurch entsteht ein enormer
Druck auf die Dynamik und die Entwicklung ihrer Geschäfte. Ferner stehen
Unternehmen heute vor großen demografischen Herausforderungen in Bezug auf
Alter, Geschlecht, Sprache sowie kulturelle Orientierungen ihrer Mitarbeiter. Diese
Veränderungen führen dazu, dass sich mehr Frauen, Doppelkarrierepaare und
Alleinerziehende in den Belegschaften finden als je zuvor. Zugleich führt steigender
Gewinn- und Ergebnisdruck zu längeren Arbeitszeiten, was wiederum das Familien-
und Privatleben beeinträchtigt. Wenn Erwartungen und Anforderungen zwischen
Arbeits- und Privatleben nicht miteinander zu vereinbaren sind, treten sogenannte
„work-life“ Konflikte auf. Da diese die Leistung der Mitarbeiter beeinträchtigen
können, bemühen sich viele Unternehmen sie zu verhindern. Es kann deshalb kaum
überraschen, dass im ersten Jahrzehnt des 21. Jahrhunderts „work-life“ Konflikt
eines der meist erforschten Themen war.
Diese Dissertation versucht, verschiedene Forschungslücken zu schließen. So waren

bisherige Untersuchungen vornehmlich auf objektive Faktoren, wie zum Beispiel
demographische Variablen konzentriert und lieferten zum Zusammenhang zwischen
„work-life“ Konflikt und organisatorischem Engagement inkonsistente Befunde.
Diese Dissertation fokussiert Kroatien, wo wegen der Transformation von einem
sozialistischen zu einem kapitalistischen System die Thematik „work-life“ Konflikt
noch weitgehend untererforscht ist.
Die vorliegende Dissertation verwendet ein ganzheitliches Modell, um die

Voraussetzungen und Folgen von „work-life“ Konflikten in Kroatien zu erforschen.
Die Ergebnisse zeigen, dass, obgleich objektive persönliche sowie organisatorische
Faktoren „work-life“ Konflikte erklären können, selbige durch subjektive persönliche
und organisatorische Faktoren besser vorhergesagt werden können. Außerdem wird
das Verhältnis zwischen „work-life“ Konflikt und organisatorischem Engagement
unter Einbeziehung der mediierenden Variablen Stress und Arbeitszufriedenheit
erklärt.
Mirna Korican Lajtman; „Impact of personal factors on the work life conflict and its
1
co-influence with organizational factors on employee commitment in Croatia”
1. Introduction
1.1. Problem Orientation
Different global trends are affecting and changing the nature of workplaces. Naithani
and Jha (2009) group these trends in three different categories or factors such as
factors related to family and personal characteristics, factors related to work and
other factors such as aging population (Figure 1).
Figure 1. Three Groups of Trends Affecting Workplace
Source: adapted from Naithani and Jha (2009, p. 70).

2
Some new trends in the workforce include more women in the workforce, and
shortage of the skilled workers in the labour market (Musura, Korican and Krajnovic,
2013). Aditionally, there is a problem of aging workforce as well as the increase in
families with only one parent (Webber, Sarris & Bessell, 2010). From the family
and personal life related factors that affect workplace percentage of dual-earner
couples has been increasing which is affecting the traditional perception that women
are not career seekers (Ansari, 2011; Crooker, Smith & Tabak, 1999, Obradovic
& Cudina-Obradovic, 2009; Warner & Hausdorf, 2007). Consequently, dual career
men, who have women partners in a career-oriented job, experience greater work
life conflict compared to career men with traditional stay at home partners (Higgins
& Duxbury, 1992). Employees, both young and old, appear to be looking for ways
to be active in their work, but also have meaningful involvement in their personal
lives (Allen, 2008). In a research conducted by Harvard University, results showed
that 82% of male workers put a strong emphasis on the schedule when selecting a
job (Robbins & Judge, 2010). To these male workers, the most important is that
the work schedule is flexible and takes into consideration private obligations. The
flexibility of work schedule is even more important to GenMe generation, the most
recent generation to enter the workforce. GenMe generation is more interested than
GenXers and Boomers in having work lives that allow employees to pursue personal
interest activities (Twenge, Campbell, Hoffman, & Lance, 2010).
Additionally, today’s workplace differs greatly when compared to workplace of

30 or even 10 years ago. In the midst of 1990’s expectations from the technology
were to shorten the working hours and help in better organization of non-work time.
Despite the expectations development of technology did not bring relief and leisure,
but has left employees with work life conflict (Walia, 2011). Due to technological
improvement employees are no longer working from one physical location but are
able to work from multiple places and on the go (Kreiner, Hollensbe & Sheep, 2009).
Technology has impacted the computerization of production as well, and this has
caused that many industries have started to consolidate with focusing on the needs
of customers (Musura et al., 2013). Furthermore, flexible work arrangements are
becoming dominant in lot of industries allowing employees to complete work tasks
from home or any physical location (Ilies, Schwind Wilson & Wagner, 2009). As
a result, it is unclear when the work stops and when the time designated to non-
work starts. Job projects requiring employees to work extended hours may interfere
with an employee’s ability to attend family events or participate in weekend family
activities (Epstein, 2010). As a consequence of unclear borders between work and
other spheres of life, working hours and more exhaustion causes employees to feel
3
that modern work leaves little ‘quality’ time for their families (Guest, 2001). As a
result, work pressures and unmanaged flexible work arrangements are impacting the
health of the employees (Walia, 2011).
Creating and sustaining balanced work and life is considered one of the key
employees’ issues for the modern workplace (Naithani, 2010). It is considered
that employees that manage their work life balance will have better impact on
organizational productivity, growth and success compared to employees who are in
work life conflict (Naithani, 2010). Thus balancing work and non-work spheres of
life is becoming more important both to employers and employees. Consequently, it
doesn’t come as a surprise that between 2000 and 2010 topic of the work life conflict
was one of the most researched topics of the decade (Bianchi & Milkie, 2010). Work
life balance starts to have an influence on job selection and employees with job
experience select jobs and companies having work life balance policies (Hyman &
Summers, 2007).
As different trends in the workplace are strongly shaping work life, work life balance
becomes more important in the modern organizations (Webber et al., 2010). Clark
(2011, p. 349) describes work life balance as „a satisfaction and proper functioning
at work and home with minimum role conflict”.
Unfortunately, more often expectations and requirements from work and non-work
life tend to be incompatible. The source of incompatibility can either be on the job or
at home or non-work domain of life (Netemeyer, Boles & McMurrian, 1996). When
the source of the conflict is in the workplace, and the interference is in the family
domain work life conflict appears (WLC). For example, work projects requiring
employees to work extended hours may interfere with an employee’s ability to attend
family events. Another aspect of the conflict between work and personal life is life
work conflict (LWC). When having the life work conflict the source of the conflict
is in the family domain, and the interference is with the work domain (Epstein,
2010). For example, a parent may need to take a child to a doctor’s appointment or
put the child on a school bus. That family-related responsibility interferes with the
employee’s ability to be in the office or attending some workplace responsibilities
(Epstein, 2010).
Work life conflict has been negatively related to several work variables such as
career satisfaction that then affects career progression and career involvement
(Tenbrunsel, Brett, Maoz, Stroh, & Reilly, 1995), as well to job and life satisfaction
4
(Kossek & Ozeki, 1998). Particularly, presence of work life conflict might spark
intentions to leave or lower performance of employees neither of which is favorable
for the organization (Boles, Wood & Johnson, 2003; Dorio, Bryant & Allen, 2008;
Parasurman & Simmers, 2011). Houle et al. (2009) showed that more prone to quitt
the job were working women who felt interference between work and family and
felt exhausted and tense. Results of the research also showed that with the growth of
work life conflict these intentions to leave their job were growing and commitment
to job was weakening. For these reasons most organizations try to ensure lower
levels of stress for employees in order to retain them, sustain good employee morale
and develop organizational commitment which consequently leaves to improving
productivity, efficiency, and work performance. Hence, understanding how to
prevent work life conflict and how it affects job-related variables becomes more
attractive to academics and business. These research gaps will be more explained in
the following chapters.
1.2. Research Deficits and Central Research Question
Frone, Yardley and Markel (1997, p. 145) claimed that understanding work and
life domains, and how they overlap is a „pivotal concern of both work and family
researchers“. Research shows a need for more holistic research models that will
explore what causes work life conflict and which are the consequences of higher
levels of work life conflict (e.g. Allen, Herst, Bruck & Sutton, 2000; Eby, Casper,
Lockwood, Bordeaux & Brinley, 2005; Michel, Kotrba, Mitchelson, Clark &
Baltes, 2011). This dissertation will test the model grounded on the Conservation
of Resources (COR) Theory and try to answer several research gaps found in the
literature.
1.2.1. Prediction of Work Life Conflict
Most of the research that analyzed work life conflict dealt mainly with demographic
characteristics of participants, family factors or work life balance policies and its
influence on the work life conflict. Emphasis was on the demographic characteristics
and work life balance policies (such as flextime, family-friendly benefits, etc.) and
macro-level variables (Stebbins, 2001).
A rather small number of research has examined how individual differences in

perception of self and personality predicted work life conflict (Parker & Hall, 1992).
When analyzing 190 work and family studies, Eby et al. (2005) discovered that
5
scholars were mostly focused in exploring objective characteristics of work life

role. Meta-analytical work concluded that „little predictive research has examined
individual differences such as personality and motivational traits” (Eby et al., 2005,
p. 185). In other words, perception of the same situation depends on the perception
person and complexities of personality, knowledge and experience. Eby et al. (2005)
stated that more research needs to try explaining the impact of the perception of
someone’s idea of the work life conflict. The authors added that organizations,
attempting to support the work and non-work domain, mostly assume work life
programs will reduce work life conflict for all of the employees without considering
individual differences. Thus Eby et al. (2005) deduced that there is no understanding
and explanation of impact that self has on working environment and how this
predicts work life conflict.
Michel et al. (2011) also conducted a meta-analysis using 178 different research
samples and creating 1 080 correlations of different variables with work life conflict
and life work conflict. Very few researches included in the meta-analysis explored
personal variables and scholars concluded that subjective variables and self-variables
did not receive enough empirical attention. Michel et al. (2011) concluded that the
perception of the employees needs more exploration in the future.
A better understanding how personal variables and perception of the working

environment influences work life conflict can help in developing sound models, and
help lowering or even preventing the work life conflict.
1.2.2. Work Life Conflict and Organizational Commitment
Although objective performance is hard to measure, many scholars researched job

satisfaction or organizational commitment as predictors of job performance (e.g.
Baugh & Roberts, 1994; Freund, 2005; Hussain & Mujtaba, 2012; Meyer, Allen &
Smith, 1993). Interestingly, different studies of work life conflict and organizational
commitment showed weak negative or null relationship between those two variables
(Allen et al., 2000; Amstad, Meier, Fasel, Elfering, & Semmer, 2011; Hammer,
Kossi, Yragui, Bodner & Hanson 2009; Kossek & Ozeki, 1999; Zhang, Griffeth &
Fried, 2012).
After conducting a meta-analytical study, Kossek and Ozeki (1999, p. 22) explained
how „the results of research on the relationship between organizational commitment
and work life conflict are inconsistent”. Another meta-analysis summarized the
6
weighted mean correlation of work life conflict and organizational commitment

finding that these were r=-.17 (Amstad et al., 2011). This mean correlation was found
in small number of inspected papers, whereas other research papers reported no
significant correlation. Interestingly, research on a Chinese sample found a positive
correlation between organizational commitment and work life conflict (Zhang et al.,
2012).
Another meta-analysis of 67 articles proved there are effects of work life conflict on
psychological well-being that consequently influenced organizational commitment,
intention to leave and performance (Allen et al., 2000). In this case, work life conflict
explained a rather small variance in organizational commitment.
Such inconclusive results from different meta-analysis (Allen et al., 2000; Amstad et
al., 2011; Kossek & Ozeki, 1999) call for further investigation of the interconnection
between variables of work life conflict and organizational commitment.
1.2.3. Centralization of Work Life Conflict Research
Comparative studies show that boundless number of studies, which researched work
and life concepts, were conducted in USA and other developed countries (Amstad et
al., 2011; Lu, 2011; Yang, Chen & Zou, 2000) and to a lesser extent in Asia (Kossek
& Ollier-Malaterre, 2013). For these reasons work life researchers have stressed the
importance of looking at the phenomenon in different cultures (Ollier-Malaterre,
Sarkisian, Stawiski & Hannum, 2013). Kamerman and Kahn (1997) found that
perception of family as a responsibility of individual impacted expectations from
organization and state as a support for family matters. Those individuals perceiving
that family is considered a private matter were expecting less organizational and
country support from those who were perceiving that society should participate
in family matters. Thus, it is not surprising that there is a difference between the
countries. Supporting research from Ollier-Malaterre (2009) proves that in France
and many EU countries citizens are expecting from the government to be responsible
for work life support and this support is expected to be greater compared to the
expected support from employers.
Croatia will be put in the focus of this research for several reasons. First, in the last
two decades Croatia has shifted from socialist to the capitalist system that increased
the importance of work. Different cultures, politics and other characteristics of a
country influences the way individuals are coping with work pressure and different
7
roles (Lippe, Van der Jager & Kops, 2006). Second, traditional roles of women and
men have changed, and global trends affecting workplace have influenced companies
doing business in Croatia (Topolcic, 2001; Zrinscak & Geiger, 2008). Third, the
topic of work life conflict in Croatia has not been researched enough (Dobrotic &
Laklija, 2009; Sverko, Arambasic & Galesic, 2002). For this reason, one part of the
research will also be focused on determining life work conflict levels to verify if
work life conflict is represented more than life work conflict in Croatia.
The traditional social system in Croatia before the 1990’s emphasized family over
work. Personal or family roles were more typical for females than males (Mihovilovic,
1975). In short, females were staying at home and raising children (Obradovic &
Cudina-Obradovic, 2009). After Croatia had become independent, a new political
system of democracy introduced privatization and capitalism. Work became more
important for women than before and for some almost as important as family life
(Baloban & Crpic, 2000; Tomic-Koludrovic & Kunac, 2000). As male participants
became more active in personal life and female participants more active in work life,
work life conflicts increased (Obradovic & Cudina-Obradovic, 2009). Following the
research models mentioned above, several studies tried to explain work life conflicts
by researching objective factors such as longevity of working hours (Sverko et al.,
2002), participation of male partner in the house, job position, average working time,
number of children (Jelusic & Maslic Sersic, 2005). However, number of research
investigating work life conflict in Croatia is rather scarce.
8
1.2.4. Central Research Question
Summary of the research gaps that will be examined by this dissertation is showed
in the Table 1.
Table 1. Research Gaps and Sources from the Literature
Source: compiled by the author
This doctoral dissertation will address the following central research question:
How can managers predict levels of work life conflict in the organization; and
how do work life conflict and subjective factors co-influence organizational
commitment?
9
To be more precise, this dissertation aims to address three of the unexplored aspects,
which are:
(1) to put more emphasis on the subjective personal (e.g. self-esteem) and
subjective organizational variables (e.g. employee control, workload,
etc.) which are not well researched by other scholars;
(2) to analyze the connection between work life conflict and organizational
commitment researching possible mediating effects of job stress and job
satisfaction;
(3) to focus on the employees in post-socialist Croatia since very little

research on the topic of work life conflict and life work conflict has been
conducted.
A holistic research model has been created including predictors and consequences
of work life conflict addressing unexplored aspects from previous studies. In order
to simplify answering research gaps, this model has been divided into three research
models focusing on specific research deficits.
Research Model 1 observes how work life conflict and life work conflict can be
predicted by objective personal and organizational factors in Croatia answering
geographical gap. Life work conflict is also considered as a dependent variable
to validate if it is less present than work life conflict as previous researchers have
shown it.
Research Model 2 explores the impact of subjective personal and subjective

organizational factors on work life conflict.
Research Model 3 examines can organizational commitment be predicted by work

life conflict. For each of the three research models, specific research questions are
derived as showed in the following figure (Figure 2).
10
Figure 2. Specific Research Questions by Research Models
Source: developed by the author
By addressing the central and specific research questions this doctoral dissertation is
aiming to contribute to the existing research on the topic of work life conflict.
For easier understanding the following picture explains the relationship of the
research gaps, central research question, and specific research questions from three
research models in the doctoral dissertation (Figure 3).
11
Figure 3. Connection Between Research Gaps and Research Questions

12
1.3. Methodological Approach
To answer the central research question and explore specific research questions, one
holistic model has been divided into three research models that consider antecedents
and consequences of work life conflict (Figure 4).
The first research model addresses research question 1 and 2. This model explores
what role objective personal and objective organizational factors play in work life
conflict and life work conflict. Research Model 1 was constructed on the base of
social construction approach (Kreiner et al., 2009) and conflict theory (Greenhaus
& Bautell, 1985).
The second research model is developed to test research questions 3 and 4. This
model explores the role of subjective personal and subjective organizational factors
in predicting work life. Theoretical base of the Research Model 2 is the Conservation
of Resources Theory (Hobfoll, 1989).
The third research model considers consequences of work life conflict. This model
proposes that organizational commitment can be predicted with work life conflict
via mediation of job stress and job satisfaction. Thus research question 5 is explored.
Theoretical base of the Research Model 3 is the Conservation of Resources Theory
(Hobfoll, 1989).
13
Figure 4. Research Models and Related Research Questions in the Holistic Model

14
1.4. Academic and Practical Relevance
Finding connections among variables connected to self (e.g. self-esteem),

perception of the work environment (e.g. workload, employee control) and some
demographic characteristics (e.g. gender, age) might improve interpretation of the
work life conflict. Researching interconnectedness between work life conflict and
organizational commitment has relevance for academics and practitioners both.
Findings might motivate more research among academics. It would help further
understanding of interrelatedness between objective variables that have been used
for predicting work life conflict with variables related to the perception of self
and work environment. Researching and exploring conjunction between work
life conflict and organizational commitment might inspire other academicians
to inspect for mediating or moderating effects of variables not included in this
dissertation.
Better understanding of work life conflict also has practical relevance because the
absence of work life conflict has both benefits for employees and employers. Some
advantages of lowering work life conflict for employees are reduced stress levels and
increased motivation that then brings better cost effectiveness and efficiency in the
organization (Dunne & Teg, 2007) and ensures work life balance. Benefits of work
life balance are summarized and shown in the figure below (Figure 5).
Figure 5. Benefits of the Work Life Balance
Source: adapted from Dunne and Teg (2007, p. 30)
Most of the organizatons do not value or even ignores employees’ outside lives
(Kreiner et al., 2009). When this is the case it has severe consequences on the
15
organization that may be social of even financial (Naithani, 2010). Companies which
do not predict and manage work life conflict of their employees are doomed to lower
employee engagement, productivity, and satisfaction (Musura et al., 2013). On the
other hand, if organizations are taking care of employees’ work life conflict their
workers have better job satisfaction (Prizmic, Kaliterna Lipovcan & Burusic, 2009).
Consequently, results of employees impact customer satisfaction so Oakley (2012)
report that lower job satisfaction produces lower customer satisfaction which results
in lower organizational profits.
Work life balance policies or strategies should help employees achieve lower levels
of work life conflict, and this is also positively affecting the perception of a company
as a good employer (Jelusic, 2005). The better the employer branding is, the better
potential candidates are applying for opened positions. Also, with this better work
life balance policies assumption could be that there is less work-related stress and
less intention to leave the organization.
In that sense, for practitioners, research findings might help to segment better
employees and predict for whom work life conflict might be more probable. Possibly
some of the questions might be answered:
Can we prevent work life conflict in employees by understanding how

employees perceive themselves and work environment?
Can pre-selection of employees for higher level positions on the basis of

the self-perception variables prevent work life conflict?
Can organizational commitment, as a factor of performance, be predicted by

work life conflict and other used constructs?
1.5. Structure of the Dissertation
This dissertation consists of five chapters. Each chapter will be briefly described in
the following section.
Chapter 1 explains problem orientation of the dissertation focusing on the research

deficits and explaining the central research question. This chapter also shows the
holistic model of the dissertation ending with the explanation of the dissertation
structure.
16
Chapter 2 explains more in detail difference of work life conflict and life work conflict
listing the antecedents and consequences of work life conflict. This chapter provides
insight into the research of organizational commitment. After the overview of the
central concepts, the focus is shifted to the relevant theories for this dissertation.
Chapter 3 explains the methodology of the dissertation informing about the

conceptual framework, hypotheses, data collection, sample and measures used in
the dissertation. The methodology is presented in three subchapters each explaining
the specificity of the three research models.
Following chapter 4 presents the results of the study per each hypothesis. Results of
the three research models are presented, explained, and all hypotheses are answered
accordingly.
Final chapter concludes the dissertation with theoretical implications and also
implications for practice. The chapter ends with limitations of the dissertation and
recommendations for the future research.
17
2. Theoretical Background
Review of the relevant existing literature is an important first step in undertaking
any primary research. Understanding past research helps to clarify and define the
research problem, stating objectives and formulating hypotheses. All of these are
crucial for appropriate research design and methodology of the research. In this
chapter, an effort has been made to present a review of relevant existing literature
with the use of various journals, books, doctoral and master thesis.
The following chapters will give an overview of the central concepts. The
first chapter will focus on work life conflict, its antecedents and consequences
distinguishing this central term from life work conflict. The second one will
analyze antecedents and consequences of organizational commitment. Afterward,
the focus will be put on the theoretical foundation of the present work in the
doctoral dissertation that builds on principles of social construction approach
and Conservation of Resources Theory. Finally, research done in Croatia will
be introduced in a historical order so that the reader can better understand the
relevance of this doctoral dissertation.
2.1. Work Life Conflict and Life Work Conflict
If organizations want organizational growth and success they should provide their
employees with better work life balance (Naithani, 2010). Different growing trends
and changes in demographics are affecting increased number of dual income families.
These demographic changes likely contribute to a greater number of workers having
considerable work and family responsibilities (Epstein, 2010). The technological
complexity of work is changing and in some fields there are skill shortages that
cause demand for longer hours spend working and increase in part-time workers.
Longer working hours may influence loss of the social support network that also to
the longer working hours may cause stress.
To summarize, family trends next to changes in work-related trends and other factors
such as globalization or aging population cause tensions at work and home. Research
also shows that in the period from 1977 to 1997 work life conflict significantly
increased for employed parents (Nomaguchi, 2009).
Because of these changes people experience the work life conflict or life work conflict.
When exploring work life conflict researchers rarely provided explanations using the
18
particular theory (Grandey & Cropanzano, 1999). Earlier studies approached work
life conflict as a one-dimensional construct (e.g. Kopelman, Greenhaus & Connolly,
1983). This early exploration perceived work life conflict as unidirectional, and
management researchers examined interference of work into family and family into
work life (e.g. Bedeian, Burke & Moffet, 1988; Gutek, Searle & Klepa, 1991). More
recently scholars started treating work life conflict and life work conflict as two
dimensions of one construct emphasising the importance of direction in which the
conflict flowed (e.g. Ansari, 2011; Boles, Howard & Donofrio, 2001; Netemeyer et
al., 1996; Williams & Alliger, 1994).
Kahn et al. (1964, p. 19) were among first who explained role conflict as „the
simultaneous occurrence of two (or more) sets of pressures such that compliance
with one would make more difficult compliance with the other”. Based on this work,
Greenhaus and Beutell (1985, p. 77) explained work life conflict as a „form of inter-
role conflict in which the role pressures from work and family domains are mutually
incompatible in some respect, that is hat is, participation in the work (family) role is
made more difficult by virtue of participation in the family (work) role”. Hsu (2011)
explains that work life conflict is bi-directional. This means that the conflict may
emerge from work and impact life or emerge from life and impact work (Stoeva,
Chiu & Greenhaus, 2002; Williams & Allinger, 1994).
Work life conflict is explained as „a form of inter-role 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). Experiences at work
(e.g. longer working hours, work overload, job stress, etc.) interfere with family life
and time. Life work conflict can be defined as „a form of inter-role conflict in which
the general demands of time devoted to and strain created by the family interfere
with performing work-related responsibilities” (Netemeyer et al., 1996, p. 401). This
means that experiences at home (e.g. presence of young children, marital status,
interpersonal conflict within the family, elderly care etc.) interfere with work life and
time. Still, good experience and emotions from both work and non-work can have a
great impact on the other life domain (Grzywacz & Marks, 2000).
Different researches shows that employees report more having the work life conflict
than life work conflict in their lives (e.g. Frone, Russell & Cooper, 1992; Frone,
Yardley & Markel, 1997; Gutek et al., 1991; Williams & Alliger, 1994). Gutek,
Serle and Klepa (1991) researched psychologists and managers proving that
participants experienced interference of work into life and interference of life with
19
work. Respondents perceived that work interfered with family more than family
interfered with work. In another experiment Frone, Yardley and Markel (1997) tested
comprehensive model of work life connections using a sample of 372 respondents.
Life work conflict was indirectly connected with work life conflict by causing higher
work distress and work overload and then affecting work life conflict. In the same
study higher work life conflict impacted increase in the parental overload which
consequently increased higher life work conflict at parents. In an earlier study,
Frone, Russell and Cooper (1992) sampled 631 employed adults and found that life
work conflict is less present than work life conflict. Results suggested that „family
boundaries are more permeable to work demands than are work boundaries to family
demands” (Frone et al., 1992, p. 727).
In a qualitative study with 41 working parents, work interfered with family more
than family problems were interfering with work (Williams & Alliger, 1994). The
same result was found in a sample of Taiwanese managers (Hsieh, Pearson, Chang,
& Uen, 2005) and 230 teachers in India (Wesley & Muthswam, 2005). It seems that
work is more often impacting non work domain causing conflict compared to the
presence of life work conflict.
Work life conflict exist in different forms and Greenhaus and Beutell (1985, p. 78)
explain that there are three groups of conflict which are titled “time-based, strain-
based, and behavior-based conflict”. Time-based conflict „occurs when time or
attention allocated to one domain, such as work schedule inflexibility and work or
family time demands, hinders role performance in the other domain” (Michel et al.,
2011, p. 691). Strain-based conflict „occurs when increased stress or tension in one
domain, such as role ambiguity or role overload, hinders role performance in the
other domain” (Michel et al., 2011, p. 691). The behavior-based conflict „occurred
when behaviors transferred from one domain, such as behavioral habits and role
expectations, hinders role performance in the other domain” (Michel et al., 2011, p.
691).
2.1.1. Antecedents of Work Life Conflict and Life Work Conflict
2.1.1.1. Objective Personal Factors
Demographic variables, also named as external individual variables, are most often
researched variables in the area of objective personal factors are the ones connected
Some of these variables are gender, age, family life, children, etc.
20
Gender roles both directly influence perceived work life conflict and moderate the
relationship between the working hours, time devoted to family, and perceived work
life conflict (Carlson & Perrewé, 1999). Men and women who are engaged in full-
time professional employment on average spend fewer hours in family work such as
household maintenance, childcare, shopping, and house cleaning than in their paid
position (Carlson & Perrewé, 1999).
OECD (2011) research proves that men work longer hours than women while women
spend more time in work devoted to family. Williams and Alliger (1994) found that
negative moods spillover from work to family setting as well from family to work
settings. Evidence for the spillover of pleasant moods is weak. Aditionally, since
women are more present in house work and chores working women are faced with
more demands and conflict than working men (Doble & Supriya, 2010; McElwian,
Korabik & Rosin, 2005; Robinson & Godbey, 1997).
And even though both genders find family as more important than work, women
report higher rates of life interferences with work than do men (Gutek et al., 1991).
Women report having levels of life work conflict higher than men (McElwian et al.,
2005; Obradovic & Cudina-Obradovic, 2009; Sverko et al., 2002; Wiersma & Van
der Berg, 1991). Loscocoo (1997, p. 222) found that boundaries between family and
work are perceived differently by women and men stating that „even when people
construct their own work lives, there tends to be there was gender asymmetry in
the permeability of the boundaries between work and family lives”. As found in
many other research men were better impacted by work and women by non-work
conflict on the other life domain. In other research men had lower levels of life
work conflict than women (Aryee, Luk, Leung & Lo, 1999). Although Rajadhyaksha
and Velgach (2009) found no difference in levels of work life conflict among men
and women, their research showed women were experiencing significantly higher
life work conflict than men. Cinamon (2006, p. 202) found that women anticipated
higher levels of work life conflict and life work conflict explaining that women
„demonstrated lower efficacy in managing conflicts than men”.
Contrasting to these results, other research shows no relationship among gender and
work life conflict or life work conflict (e.g. Ansari, 2011; Rice, Frone & McFarlin,
1992). In one of the researchers work life conflict was equally present for men and
women and both genders confirmed having not enough time for their families which
affected the quality of family life (Doble & Supryia, 2010). Frone, Russell and
Cooper (1992) explained that similar results for women and men in expression of
21
the work life conflict and life work conflict might indicate that permeability of work
and family boundaries is similar in both genders.
Eagle, Miles and Icenogle (1997), not finding any difference between men and
women, speculated that because of the time constraint both genders were showing
mutual empathy. This helped in lowering work life and life work conflict showing
no differences in self-reporting by women and men. Another plausible explanation
came from Wesley and Muthuswamy (2005) who argued that lack of differences
came from the possibility that financial resources are being used to hire help for the
household activities that women had to do in the past. They also argued that men
were starting to do their part of the work at home. The meta-analysis revealed „when
more of a study’s participants were parents, there was a greater gender difference in
the experience of work life conflict and life work conflict” (Byron, 2005, p. 192).
Following this line of previous research, it is hypothesized that men will report
higher levels of work life conflict whereas women will report higher life work
conflict. Hypotheses for the Research Model 1 were postulated as follows:
H1a: Men will report higher levels of WLC then women.
H1b: Women will report higher levels of LWC then men.
Age may also be considered a resource, as the greater life experience associated
with being older often exposes people to a wider variety of coping techniques and
can help them develop patience and a more balanced perspective (Lee & Ashforth,
1993). Even with gender and the presence of young children controlled for, being
older is associated with less conflict, both from work into family and family into
work (Grandey & Cropanzano, 1999; Grzywacz, Almeida & McDonald, 2002). Fuß,
Nübling, Hasselhorn, Schwappach and Rieger (2008) detected that age successfully
predicts work life conflict where younger participants had higher results on the
work life conflict scale. Younger employees without children, and older employees
with grown children report lower levels of work life conflict and life work conflict
than mid aged workers, especially with younger children (Foley, Ngo & Lui, 2003;
Grandey & Cropanzano, 1999).
On the other hand, Higgins, Duxbury and Lee (1994) found that in early years
women experienced life work conflict more often than men. In the third life cycle
these results in life work conflict were comparable. Yet, findings of other research
22
are less homogenious. Some studies found no significant relationship between age
and work life conflict (e.g. Allen, 2001; Thompson, Beauvais & Lyness, 1999).
Having in mind contrasting results, in this study it was hypothesized that age will
have influence on work life conflict and life work conflict. It was expected that older
employees will show lower results of work life conflict due to developed coping
mechanisms. It was also hypothesized that older employees will have lower levels
of life work conflict.
Following hypotheses for the Research Model 1 were developed:
H2a: Younger employees will have higher levels of WLC compared to older
employees.
H2b: Younger employees will have higher levels of LWC compared to older
employees.
One of the objective personal variables also researched in connection to work life
conflict was marital status. According to Michel et al. (2011, p. 700) „individuals
who are married and/or have children are often suggested to have more family
role responsibilities”. Frye and Breaugh (2004) also found that having child care
responsibilities was predictive of life work conflict. Observations of longitudinal
survey from 1977 to 1997 even showed that this conflict of work to life increased for
working parents (Nomaguchi, 2009). That having young children at home or even
more children proved to be one of the predictors in a research conducted by Bellavia
and Frone (2005) and young having children is also causing higher levels of life
work conflict as well (Sheng & Jiang, 2013). Other research showed that, along with
the finding that women experience greater work life conflict, the conflict is highest
when children are young and lowest for the families with older children (Higgins,
Duxbury & Lee, 1994). In addition to care giving responsibilities to children, taking
care of older adults can cause higher levels of life work conflict (Byron, 2005).
Interestingly, dual career men experienced lower levels of work life conflict compared
to career men with the unemployed wife (Higgins & Duxbury, 1992). And as the
researchers state in these cases „the advantages associated with having a working
spouse (i.e. increased family income, increased independence of spouse, increased
marital satisfaction, increased companionship) result in a weaker relationship
between family conflict and work-family conflict” (Higgins & Duxbury, 1992, p.
23
403). On the other hand, women having a career working longer hours did not lower
quality of work life or quality of family life.
Nevertheless, married professional women reported more work life conflicts than
married professional men (Aryee, 1992). The meta-analysis by Byron (2005, p.
187) indicated „when there are more parents in the sample, there is a greater gender
difference in the experience of work life conflict and lifework conflict, such that
mothers experience more WIF and FIW than fathers”. Research shows that children
affect work life conflict for male respondents (Fry & Breaugh, 2004; Luk & Shaffer,
2005; Obradovic & Cudina-Obradovic, 2009) but also having small children is a
predictor of work life conflict for female respondents (Jelusic & Maslic Sersic,
2005; Milkie & Peltola, 1999). Parents report more work life conflict than do other
employees (Pleck, Staines & Lang, 1980). The presence of children in the family
mainly explains family to work conflict, and this is more significant for women than
men (Kinnunen & Mauno, 2007). As number of children grows, work life balance
in impacted and levels of work life conflict are increasing (OECD, 2011). Research
on family responsibilities and gender by Higgins et al. (1994) confirmed that women
reported to have higher life work conflict than men. Authors confirmed that the levels
were the highest when children are very young. Lowest levels of life work conflict
had families with older children. As in some previous studies, having children was
taken as a control variable and was not included in the further analysis (e.g. Baral &
Bhargava, 2011; Dobrotic & Laklija, 2009; Powel & Greenhaus, 2010).
Accordingly, it is hypothesized that married professionals will have higher levels of

work life conflict because of the larger responsibilities at work that come with age.
It was hypothesized that married respondents have greater family obligations thus
also have higher levels of life work conflict. Hypotheses for the Research Model 1
were as follows:
H3a: Married individuals will report higher levels of WLC compared to those
who are not married.
H3b: Married individuals will report higher levels of LWC compared to those
who are not married.
Job experience and organizational experience (years of experience in one

organization) can lead to greater flexibility at work and cause lower work life
conflict (Michel et al., 2011). In many cases inexperienced employees are asked to
24
stay longer or even work night shifts and weekends when those in the organizations
for longer period are spared of this activity (Lambert, Hogan & Barton, 2004). Due
to this, longevity in the organization and on the job leads to lower work life conflict
(Michel et al., 2011).
In line with the previous research, in the present research it is expected that job
experience will bring lower levels of work life conflict. It is anticipated that job
experience comes with age and age brings more personal and family obligation.
Thus, it is hypothesized that more experienced workers will have higher levels of life
work conflict. Hypotheses from the Research Model 1 were suggested as following:
H4a: Inexperienced employees will report higher levels of WLC compared to

the employees with longer job experience.
H4b: Experienced employees will report higher levels of LWC compared to

employees with less years of job experience.
The educational levels also impact the degree of work life conflict. Tausig and
Fenwick (2001) found that levels of work life conflict after achieving high school
level of education are growing with each new educational level. As Greenhaus,
Parasuraman, Granrose, Rabinowitz and Beutell (1989) concluded that education
levels are correlated with the position in the organization, which then brings more
challenging jobs and contributes to work life conflict. Consistently with the research
described, it is hypothesized in the Research Model 1 that:
H5a: Employees with higher levels of education will experience higher levels
of WLC compared to less educated employees.
H5b: Employees with higher levels of education will experience higher levels
of LWC compared to less educated employees.
Association between objective personal variables, sometimes also called

demographic variables, can be explained via conflict theory. From the perspective
of the conflict theory different roles people assume (e.g. parents, single parents)
have an impact on the expectations for different organizational and personal roles.
This happens because of the various demands of time, attention and commitment
to perform (Pickering, 2006). It then diminishes the number of resources used to
participate in another role (Mathis, Brown & Randle, 2009) and causes work life
25
conflict or life work conflict.
2.1.1.2. Objective Organizational Factors
Organizational size and connection to work life conflict has not been researched
directly and is usually evaluated as a positive relationship. On the other hand,
working in small organizations or even being self-employed is usually causing
greater parental demands thus evoking life work conflict but also inflating levels
of work life conflict (Parasurman & Simmers, 2001). Most of the employees from
smaller organizations claim that not enough time for socializing with colleagues is
the cause of their unhappiness.
Having time for socializing is more present in larger organizations, and research
shows that on-boarding process which allows that new and experienced employees
socialize also lowers levels of work life conflict (Zahrly & Tosi, 1989). This
happens because the process of socialization during on-boarding provides a sense
of support for the newcomers. Process of mentoring for the new employees,
usually formalized in the larger organizations, is also another way to provide
process and channels for socialization and lower levels of work life conflict. Larger
organizations are also providing their employees with promotional opportunities
which then relate to lower work life conflict levels (Wallace, 1997). Clark (2002, p.
105) also found that „employees’ sense of community and sense of control at work
mediate the relationship between four personal/work factors (ethnicity, support
from supervisors, the intrinsic value they place on the work, and flexibility) and
work life conflict”.
Based on the literature review it is hypothesized that employees from the smaller
organization will have higher work life conflict levels than employees from bigger
organizations. Relating to life work conflict, it is hypothesized that individuals with
family problems will have equal levels of life work conflict in smaller and larger
organizations.
Research Model 1 tested these hypotheses:
H6a: Employees from smaller organizations will report higher levels of WLC
compared to employees from bigger companies.
H6b: The size of the organization has no impact on LWC.

26
Having a position at higher levels of organizations is correlated with work life conflict
but also life work conflict (Archbold, 1983; Hammer, Allen & Grigsby, 1997).
Findings from Kirchmeyer (1998) show that managers who are having a nonworking
wife are positioned higher on the organization and also have higher salary range.
When women are inspected there is no connection between nonworking husband
and position in the organization or salary range. Men without children usuallly have
lower levels in hyerarchy than ehose with children (Kirchmeyer, 1998), and it can
be associated with age whereas older workers have higher levels of organization and
also are more prone to be parents than younger workers.
Hammer, Allen and Grigsby (1997) questioned dual earner couples and how different
variables affected work life conflict. Work life conflict was present at both women
and men when they reported about higher work involvement and less schedule
flexibility. Those situations, more work and schedule inflexibility, are more specific
for the higher levels of management in the organization. Interestingly, research
shows that men reported greater work life conflict when their female career took
priority over his whereas effects were not found in the opposite situation (Hammer
et al., 1997).
Yet some research speculates that it should be opposite. According to this research
having higher positions in the organizations should allow employees to make their
work flexible and better use all resources necessary which should at some point in
the future reduce levels of work life conflict (Michel et al., 2011). So, the results are
inconclusive and there is still need to research in which ways levels in organizations
affect work life conflict.
Since employees holding higher positions in the organizations are more prone
to stress having to make difficult decisions they are less successful in balancing
work and family life (Archbold, 1983). Consequently, it was hypothesized that
employees with larger responsibilities in higher positions will experience more
work life conflict compared to employees in lower (managerial) positions. It is also
hypothesized that higher status in the organization has no correlation with life work
conflict. Hypotheses tested in the Research Model 1 were:
H7a: Levels of WLC will be greater for employees on higher than lower
levels of the organization.
H7b: Employees’ level in the organization has no impact on LWC.

27
Organizations face the challenge of balancing conflicting demands and priorities

while responding to the increase of requests for programs that offer opportunities
that reduce work life conflict (Hoffman & Cowan, 2008; Naithani, 2010). In order to
minimize work life conflict and life work conflict many companies introduce work
life balance policies. According to Musura, Korican and Krajnovic (2013) these
work life balance policies usually include flexible work hours, care assistance, leave
provision and other work life balance policies (Smith & Gardner, 2007) and are
contributing to job satisfaction, job motivation and also job dedication (Brummelhuis
& Van der Lippe, 2010). List of the work life balance policies is provided in the table
below (Table 2).
Table 2. Examples of Work Life Balance Policies by Type
Source: adapted from Mastri (2007, p. 5)
While the increase in the formal organizational responses to work life conflict is
a positive attempt at reducing employees’ work life conflict, the extant literatures
suggest that changing the workplace to be truly work life friendly, and thus
reaping the benefits of a reduction in work life conflict, requires more than just the
implementation of policies and programs (Thompson et al., 1999). It is of utmost
importance that employees believe how the organization cares about them and they
also need to believe that there is a possibility to have balance in life. On this account
it is argued that researchers should assess whether employees are formal work life
balance policies and whether employees find them useful in helping for the job to
be less stressful (Kossek, Lautsch & Eaton, 2006). On that account, in the Research
Model 1 it is hypothesized as follows:
H8a: Employees from organizations without WLB policies will have higher
levels of WLC than employees from organizations with WLB policies.
28
H8b: The presence of WLB policies will not have an impact on LWC.
Having work life balance policies on the work place finds to be useful for employees
but also for the employers as well. Most used work life balance polices are listed
by McDonald and Bradley (2005, p. 7) and they are: „divided in three broad types
of work/life strategies have been created to help employees balance their work and
non-work lives: flexible work options, specialized leave policies and dependent-care
benefits”.
Research data collected from 398 healthcare professionals showed that work life
balance initiatives and policies produce better employee attitudes and well-being
(Thomas & Ganster, 1995). Employees that use work life balance policies are more
motivated, more loyal to the organization and perform better (Maxwell & McDougall,
2004). Another study of 527 US companies found that companies using work life
balance policies had a higher firm-level performance (Perry-Smith & Blum, 2000).
Several researches prove that the access to work life balance policies lowers levels
of work life conflict (Webber et al., 2010). Voydanoff (2004) found that policies
supporting flexibility for employees with family as well as having supportive
colleagues and managers showed negative association with work life conflict.
And yet, increasing the availability of work life balance initiatives did not help
employees when pressure to work longer hours was high causing imbalance between
work and life (Macky & Boxall, 2008). Having work life balance policies present
in the company also impacts health of the employees, improves job satisfaction, job
engagement as well work productivity (Byrne, 2005; Ford, Heinen & Langkamer,
2007).
Consistently with the secondary research data, following hypotheses are developed
for the Research Model 1:
H9a: Employees from organizations with a lesser number of WLB policies

will have higher levels of WLC compared to employees from organizations
with a larger number of WLB policies.
H9b: The number of WLB policies will have an impact on LWC.
This connection of objective work variables and work life conflict can be explained
by conflict theory. Some organizational factors (e.g. number of weekly hours, job
29
experience, alternative working schedules, etc.) can influence roles that people
have in private lives (e.g. parents) and because of the limiting time, attention and
energy some roles might be delivered not as expected. Conflict theory postulates that
„the work and family domains are incompatible resulting from different norms and
requirements” (Burke, 1986, as cited in Michel et al., 2011, p. 698).
2.1.1.3. Subjective Personal Factor
The self-concept is the result of the reflexive activity between the self and the social
environment (Byrd-Poller, 2013). Among the first ones Parker and Hall (1992)
hypothesized that the perception of self was not explored well in connection to work
life conflict. Meta-analysis conducted by Eby et al. (2005) small number of predictive
research focused on subjectivity and self-concept when exploring predictive power
of different variables in connection to work and life conflict. In their meta-analysis,
Michel et al. (2011) could only use research connected to self that had the locus of
control as a variable and negative affectivity/neuroticism because other variables did
not receive enough empirical attention.
Internal locus of control persists if „the person perceives that the event is contingent
upon his own behavior or his own relatively permanent characteristics, we have
termed this a belief in internal control” (Rotter, 1966, p. 1). Locus of control „pertains
to the common, cross-situational beliefs people hold that determine whether they
obtain positive or negative results in their lives” (Rotter, 1966, as cited in Hsu, 2011,
p. 236). People with higher result on internal locus of control, also called internals,
act more proactive from their belief that they control their own results and that their
failures are cause by not investing enough of their own effort. So when having a
problem internals are investing energy and time to solve the problem. Employees
who have a lower result on the scale (externals) believe that whatever energy they
invest in some work will not help them with the result since in their own belief some
other factors, such as destiny and chance, are influencing their lives. Unfortunately,
employees with external locus of control tend to be negative and not invest too much
of their effort and time when confronted with the problem. Internal or external locus
of control can explain up to 25% of the employee behavior and thus predict success
in some problematic situations (Spector, 1988).
Locus of control has an impact on work life conflict and internal locus of control
on 124 Malaysian employees was correlated with low work life conflict (Noor,
2006). Female accountants with external locus of control reacted more negatively
30
to conflicts and reported more often that are thinking about handing in their own
resignations (Reed, Kratchman & Strawser, 1994). However, there were some
inconsistencies in the impact on work life conflict and correlation with demographic
variables. According to Noor (2002) locus of control relates to work life conflict, but
also to job and life stress.
Locus of control was research by Musura et al. (2013) on a population of young

working individuals in Croatia. Results showed no connection between locus of
control and work life conflict or life work conflict. All of these studies called for more
research on the relationship between self-related variables and work life conflict.
Another self-related variable that has been researched vastly is self-esteem. Self-
esteem is „the totality of the individual’s thoughts and feelings with reference to
himself as an object” (Rosenberg, 1979, p. 8). Self-esteem can also be explained as
„a personal characteristic considered a resource that can buffer one against stress”
(Grandey & Cropanzano, 1999, p. 352). Another explanation of self-esteem is that
it represents „an overall value that one places on oneself as a person, in contrast to
domain specific evaluations of one’s competence or adequacy” (Harter, 1989, p. 67).
Because of the definition and meaning, some researchers think that self-esteem is the
most elemental evaluation of self (Judge, Erez & Bono, 1998).
As Beauregard (2005, p. 245) stated „general self-esteem and generalized self-

efficacy are part of core self-evaluations, defined as the fundamental premises
individuals hold about themselves or the extent to which individuals possess a
positive self-concept”. Importance of the researching self-esteem connected with
work variables has been stressed by several researches (Beauregard, 2005; Grandey
and Cropanzano, 1999; Nikandrou, Panayotopoulou & Apospori, 2008; Wan Rashid,
Nordin, Omar & Ismail, 2011).
High self esteem brings lower levels of work stress (Leary, Tambor, Terdal &
Downs, 1995) and people are trying to reach higher levels of self-esteem in order
to have positive implications on their life and work satisfaction and success (Wan
Rashid et al., 2011). Good and positive perception of one-self can cause higher
levels of productivity such as efficiency, and effectiveness via internal psychological
resources (Nikandrou et al., 2008). Higher self-esteem causes people to be less
prone to report negative outcomes which is by Beauregard (2005, p. 248) caused
by „tendency towards making positive evaluations of one’s contractual and social
relationships, as well as to work harder toward the achievement of desired goals”.
31
Different research studies found that individuals with lower self esteem report higher
levels of work life conflict (e.g. Grandey & Cropanzano, 1999; Mossholder, Bedeian
& Armenakis, 1981; Nikandrou et al., 2008). Self-esteem was found to predict levels
of work life conflict at 399 female workers in Greek companies (Nikandrou et al.,
2008). Study on nurses showed that nurses having work life conflict had better job
performance results when they had higher levels of self-esteem (Mossholder et al.,
1981). In a study on 132 faculty members self-esteem was explored as a mediator
variable (Grandey & Cropanzano, 1999). Results showed the significant negative
correlation between work life conflict and levels of self-esteem. Upon entering the
demographic variables and work life stressors self-esteem predicted four out of
five outcome variables - job stress, life stress, lack of physical health, and turnover
intentions. Higher levels of self-esteem actually bring positive perception of self-
worth which then helps in overcoming conflicts in work and life roles.
Results confirm that self-esteem may be considered as a resource used to help with
work life conflict as stated by Conservation of Resources Theory. The Conservation
of Resources Theory „proposes that individuals seek to acquire and maintain
resources” (Grandey & Cropanzano, 1999, p. 352). Grandey and Cropanzano (1999)
included self-esteem as one of the resources speculating that buffers individuals
against stress. Individuals with high self esteem are „less dependent on their peers
for task and socio-psychological support, and may be more compatibly assigned
tasks requiring independence of judgment or action” (Mossholder et al., 1981, p.
583). Additionally they concluded that „high self-esteem individuals performed
better under conditions of lower peer group interaction” (Mossholder et al., 1981,
p. 582).
In line with the previous research in the Research Model 2, it is expected that lower
work life conflict will be recorded with employees with higher self-esteem. The
following hypothesis entered Research Model 2:
H10: Employees with lower self-esteem will have higher levels of WLC.
2.1.1.4. Subjective Organizational Factors
Eby et al. (2005) concluded meta-analysis claiming that perception of work

environment connected with work life conflict needs to be researched deeper.
Implication of work life conflict on employee attitudes, behaviors and organizational
effectiveness „has forced organizations to introduce interventions to help employees
32
manage the competing demands of work and family lives while being productive at
the work place” Tanushree, 2013, p. 47). Among those changes in the organizations
some are assignings jobswith more authonomy and variety, providing work life
balance policies and benefits, providing managerial support and developing family
friendly organizational culture (Baral & Bhargva, 2010). Research has showed
positive implications of different interventions on job outcomes, job satisfaction,
level of commitment and engagement (Allen, 2001; Kossek & Ozeki, 1998; Thomas
& Ganster, 1995; Thompson et al., 1999). These interventions for some scholars
include changing the social structure of workplaces or, in other words, change in
practices, “interactions, expectations, policies, and reward systems that reflect and
reinforce the ideal-worker schema” (Kelly et al., 2014, p. 486).
One of the research variables connected more with work life conflict than life work
conflict was workload. It appeared that the high control over workload could help
achieve lower levels of work file conflict among managers. Time effect was also
researched by Voydanoff (2004) who obtained results from the 1997 National Study
of Changing Workforce and examined different effects on the work life conflict.
Results showed that „time-based demands (work hours and extra work without
notice) and strain based demands (job insecurity and time pressure) were positively
associated with work life conflict” (Voydanoff, 2004, p. 406).
Number of hours worked, job stressors such as role conflict and work schedule
inflexibility were positively related to work life conflict in Singapore women
entrepreneurs (Kim & Ling, 2001). Another research on professional lawyers was
conducted by Wallace (1999) who examined work factors that caused either time-
based or strain-based work life conflict. Results showed that work overload shoed as
a significant predictor for both female and male professionals.
An experimental study where employees were taught how to manage workload and
how to organize better their working schedules proved lower work life conflicts after
6 months (Kelly et al., 2014). Those employees who showed greater family demands
and lower supervision in a pretest period benefited more from these interventions
then other employees.
Based on the previous research, it is hypothesized that perception of workload will

be connected with work life conflict in the present research and that higher levels
of work life conflict will be reported by employees who perceive having more
demanding jobs.
33
The following hypotheses entered Research Model 2:
H11: Employees who report higher workload will have higher WLC results
compared to employees with the lower workload.
Longer working hours leave no time or energy for family life or some other activities
and roles. Absence of time for non work activities besides work can create work life
conflict (Buck et al., 2000). Research shows positive correlation between number
of weekly hours spent working and work life conflict (Aiswarya & Ramasundaram,
2011; Gutek et al., 1991; Netemeyer et al., 1996; White, Hill, McGrovern, Collins
& Smeaton, 2003). Dobrotic and Laklija (2009, p. 56) in a research on a Croatian
sample showed that „larger number of working hours, work stress, and fear of losing
one’s job are the best predictors of work life conflict”. Unfortunately, managers are
still biased and perceive that staying longer hours is precondition to towards career
success and eventually leads to promotion (Waumsley & Houston, 2009).
On the 248 couples with children Luk and Shaffer (2005) show that working longer
hours and work role expectations are predicting levels of work life conflict. In
another study with 598 respondents, employees working ten hours per day were
expressing higher levels of work life conflict compared to those working eight
hours per day (Aiswarya & Ramasundaram, 2011). The national Australian study
also supported these results showing that number of working hours demonstrated
moderate correlations with work life conflict (Skinner & Pocock, 2008). Researchers
indicated that work life balance policies supporting flexible time might help in
the short term periods but are not sufficient to evade or lower work life conflict.
Additionally, it was suggested that efficient management of work overload needed
to be put in place.
The quantity of time spent at work affected managers’ contribution to their spouses
in household (Mayo, Pastor & Sanz, 2008). Since number of hours is a subjective
variable reported by the respondent it was included in the present research. For the
Research Model 2, the following hypothesis is developed:
H12: Longer working hours will produce higher levels of work life conflict.
According to Michel et al. (2011) work life conflict can be predicted by schedule
flexibility and family friendly policies. But Kossek, Lautsch and Eaton (2006, p.
363) argued that „since professionals often can set their own hours, yet are expected
34
to work as many hours as it takes to get the job done, telecommuting may affect the
work and family outcomes of these types of employees differently than those of
other workers”. Having more work flexibility ensures employees will have lower
work life conflict (Hammer et al., 1997).
When measuring work flexibility, researchers often measured perception of employee

control over the job. Bianchi and Milkie (2010) speculate that job might impact life
even further with the new technological change which allows for the job to be done
anywhere and anytime. Thus, employee control over work (e.g. time when they will
start a job, how many hours they will work) becomes a construct that needs to be
understood better. Bianchi and Milkie (2010) speculate that resources such as work
flexibility may not even be in use by most of the organizations.
Qualitative research on 30 self-employed professionals showed that they had

considerable control over their work lives that helped them minimize work life
conflict (Loscocco, 1997). The unpredictability of time spent on work and time
schedule explained much of the work life conflict variance in retail employees
(Henly & Lambert, 2014).
Quantitative research performed on more than 6 400 employees from a 1994

International Business Machines work a life issues survey in United States examined
the influence of flexibility in the workplace on work life conflict (Hill et al., 2001).
Perceived flexibility of work was strongly correlated with lower levels of work life
conflict. Additionally it was found that employees with higher levels of perceived
flexibility could work longer hours before work life conflict appeared.
Another variable connected with employee control is job autonomy. Michel et al.
(2011, p. 699) define job autonomy as „having freedom in regards to your job and its
responsibilities can lessen the extent to which work conflicts with the demands of the
family”. Steiber (2009, p. 477) explains job autonomy as a „control over how one’s
daily work is organized”. Having job autonomy, as well as having variety of tasks
and task significance helps employees to gain personal fulfillment and motivation on
the job (Kahn, 1990). Having greater control over job also brings higher satisfaction
with the job (Loher et al., 1985) which consequently can build employee engagement
and organizational attachment (Flynn & Tannenbum, 1993).
According to some previous research the relationship between employee’s job

autonomy and work life conflict is negative (Aryee, 1992; Parasuraman, Purohit &
35
Godshalk, 1996). In his research Voydanoff (2004, p. 398) discovered that „enabling
resources and psychological rewards show relatively strong positive relationships
to work-to-family facilitation”. These resources (except learning opportunities)
showed negative relation with work life conflict.
Clark (2001) measured employee control over work with five items concerning
the flexibility employees have for both when and where they work. Operational
flexibility, which is the autonomy an employee that the employee has to decide how
he completes his work, explained most of the variance in work life conflict.
Using meta-analysis Byron (2005) found correlation between schedule flexibility (i.e.,
giving employees control over their schedule) and work life conflict. Nevertheless,
control regarding one’s time, and control over specific tasks at work, has not been
given much attention in the work life literature (Kelly & Moen, 2007). Thus in the
present research the intention was to explore the relationship between employee
control and work life conflict. It is hypothesized that employees who report lower
levels of work life conflict have better control over job flexibility. The following
hypothesis will hence be tested in the Research Model 2:
H13: Employees reporting poor control on the job will have higher levels of
WLC than employees with good employee control.
Even though in the past this was not an issue, Mayrhofer et al. (2007, p. 295) state
that „researchers have argued that in a workforce that is increasingly composed of
individuals in post-traditional families, work life conflict may have a significant
impact on how individuals view their career outcomes”. Many companies try
work life balance policies as a mean of lowering work life conflict (Moore, 1996),
increase job satisfaction (Kossek & Ozeki, 1998; Thompson & Prottas, 2005), and
increase organizational commitment (Kopelman, Prottas, Thompson & Jahn, 2006).
Lambert (2000) speculates that the feeling of supportiveness from managers and
organization improves employee participation because of the positive attitudes
towards the organization. Research gives a comment that perception of different
work life balance policies is important because „employers struggle to implement
work systems that require the active and willing participation of workers at all levels
and workers struggle to balance the often overwhelming demands of work and
personal life” (Lambert, 2000, p. 814).
Research also shows that different policies affect different employees and that
36
achieving positive results can be managed if employees have an input into work life
balance program decisions and if they can participate in selecting of those activities
(Russel, O’Connell & McGinnity, 2009). As Allen (2011, p. 429) claims that
„employees do form inferences about the family supportiveness of the organization’s
environment and that these perceptions can be measured reliably“. For example
work at home policy can negatively affect some employees so Russel, O’Connell
and McGinnity (2009) suspect if employees have more control over these policies
negative consequences might be avoided.
Furthermore, Forsyth and Polzer-Debruyne (2007) conducted research on 1 187

employees in New Zealand showing that employees’ perception effects work life
conflict. Employees who perceived that employers are providing work life balance
initiatives reported lower work life conflict, have higher results on job satisfaction
and reduced levels of work pressure. Another qualitative study showed that women
perceive that organizational policies towards better balance improve and lower their
work life conflict (Seshadri & Kar, 2012).
Additional proof comes from the research of Thompson, Beauvais and Lyness
(1999) who tried to explain employees’ affective commitment, intention to leave
and work life conflict. In their regression analyses, work life culture explained
additional variance in all three dependent variables of employees’ affective
commitment, intention to leave and work life conflict beyond the variance explained
by demographic variables and work life program availability.
Research conducted by Thompson et al. (1999) supports the notion that simply having
work-family programs and policies is not sufficient. Programs need to not only be
available, but employees need to be aware of the programs and policies, feel they
have access to them and feel they can use these programs. Allen (2011, p. 429) found
that „employees who perceived that the organization was less family-supportive
experienced more work–family conflict, less job satisfaction, less organizational
commitment, and greater turnover intentions”. According to presented research in
the Research Model 2 same assumptions were made, and the following hypothesis
is included:
H14: Employees who perceive that their organization did not develop WLB
policies will report higher levels of WLC.
37
2.1.2. Consequences of Work Life Conflict
According to Kreiner, Hollensbe and Sheep (2009, p. 704) research of topic that
affect work and life, with predictors and consequences, over time „encouraged
organizations, families, and individuals successfully to recognize the importance of
tending to their needs for balance”. Research showed that work life conflict brings
consequences for employees, such as stress or depression, but organizations as well
bringing lower productivity or financial performance (Dorio et al., 2008). Compared
to the previous century organizations are caring about their employees more than
ever before, but due to various factors work life conflict is still present in modern
organizations (Kossek & Lambert, 2005).
Strain, depression, somatic symptoms, and burnout syndrome were found to be some
of the consequences of work life conflict in meta-analysis of 67 researches (Allen
et al., 2000). Results prove that work life conflict impacts psychological well-being
negatively which consequently has an impact on the performance and intention to
leave (e.g. Hussain & Mujtaba, 2012; Meyer & Allen, 1991). Allen et al. (2000)
formed three groups of work life conflict consequences: work-related outcomes,
non-work-related outcomes and stress-related outcomes (Figure 6).
38
Figure 6. Consequences of Work Life Conflict
Source: adapted from Allen et al. (2000, p. 280)
From the work-related categories work life conflict was highly correlated with an
intention to leave and job satisfaction. Interestingly, although the average correlation
of work life conflict and affective organizational commitment, when present in
different research, was moderately strong, this correlation wasn’t always statistically
significant. Of non-work-related variables, life satisfaction was mostly related to
work life conflict. One of the variables from the stress related outcome mostly
correlated with work life conflict was work-related stress.
Different studies analyzed consequences of work life conflict for the organization.
Most of the studies found positive correlation of work life conflict with intention to
leave (Leontaridi & Ward, 2002; Noor & Maad, 2008), job stress (Aryee et al., 1999;
Grandey & Cropanzano, 1999; Greenhaus & Beutell, 1985; Kossek & Ozeki, 1999),
39
lower job satisfaction (Bedeian et al., 1988; Boles et al., 2001; Boles et al., 2003;
Parasurman & Simmers, 2011; Rice et al., 1992), lower organizational commitment
(Carr, Boyar & Gregory, 2008; Ho, Chang, Shih & Liang, 2009; Hussain & Mujtaba,
2012). Some of the consequences will be discussed more in detail.
Higher levels of work life conflict are causing higher will or intention to leave (Noor
& Maad, 2008). And even though Leontaridi and Ward (2002, p. 15) concluded that
„the natural turnover of workers is beneficial to growth and development” of the
organization, higher levels of turnover can cause instability of business because of
the lower levels of employees’ productivity. Turnover of employees also reflects low
commitment toward the organization. High number of employees leaving cause an
indirect cost because employee who left leaves with knowledge and skills that might
not be possessed by the (Korabik, Lero & Whitehead, 2008). Ingersoll (2001) agrees
that number of people leaving the organization is affecting overall organizational
performance.
Because of the changes in the workplace, increase in job stress is found as a

consequence of work life conflict (Aryee et al., 1999; Greenhaus & Beutell, 1985;
Kossek & Ozeki, 1999). Stanton et al. (2001, as cited in Bell et al., 2012, p. 27) define
job stress „as something in the work environment that is perceived as threatening or
demanding, or is something in the workplace which gives an individual an experience
of discomfort”. It represents an enormous „emotional cost to employee wellbeing
and puts a considerable financial burden on organizational performance” (Stanton
et al., 2010, as cited in Bell et al., 2012, p. 27). Lower organizational commitment
and productivity increased absenteeism and turnover can all be caused by job stress
(Mostert, Rothmann, Mostert & Nell, 2008).
Another outcome of work life conflict is lower job satisfaction (Bedeian et al., 1988;
Boles et al., 2001; Boles et al., 2003; Parasurman & Simmers, 2011; Rice et al.,
1992). Locke (1976, p. 1304) characterizes job satisfaction „as a pleasurable or
positive emotional state resulting from the appraisal of one’s job or job experiences”.
This view of job satisfaction is one that is caused „primarily by the interaction of
one’s values and one’s perceptions of the job and its environment” (Locke, 1976, p.
1305). Spector (1997, p. 2) simply referred to job satisfaction as „the extent to which
people like or dislike their jobs”. Wegge, Schmidt, Parkes and Dick (2007) agreed
that job satisfaction was a situational variable that was commonly interpreted as the
employee’s feelings of satisfaction or dissatisfaction with job. Kossek and Ozeki
(1998) produced a meta-analytical study on 32 studies analyzing work life conflict
40
and job satisfaction. Results showed that strong negative correlation between
variables in all samples. In other words, employees who report that don’t have work
life conflict are also reporting to have higher levels of job satisfaction.
Another researched consequence of work life conflict is organizational commitment.

Different meta-analytical studies showed negative or weak relationship (e.g. Kossek
& Ozeki, 1999; Zhang et al., 2012) but this relationship was inconsistent with the
research opening the possibility that this relationship might be moderated or mediated
by other variables. Organizational commitment will be thus inspected more in detail
in the following chapter.
2.2. Organizational Commitment
Commitment has been studied for a long time, but according to Mathieu and
Zajac (1990, p. 171) in the 1980s „the concept of organizational commitment has
grown in popularity in the literature of industrial or organizational psychology and
organizational behavior”. Studies of organizational commitment have been driven
by the desires of organizational leaders to attract and retain competent, engaged,
and loyal workforce (Currivan, 1999). Organizational commitment is considered
to lower intention to leave and also bring the higher performance of employees
(Hussain & Mujtaba, 2012; Meyer & Allen, 1991).
In his research Becker (1960, p. 33) explained the term commitment as „the tendency
of individuals to engage in consistent lines of activity because of the perceived
cost of doing otherwise”. Building on the organizational commitment theory,
Steers (1977) suggested that there are three categories that affect organizational
commitment which, in turn, create outcomes and desires that retain and improve
attendance and job performance. Those categories were refined by Mowday, Porter
and Steers (1982, p. 43) who characterized commitment „as having three factors: a
strong belief in and acceptance of the organization’s goals and values; a willingness
to exert considerable effort on behalf of the organization; a strong desire to maintain
membership in the organization”.
Some scholars postulated that there are various forms of organizational commitment.
Meyer and Allen (1997) developed a view of organizational commitment defined
by three components: (1) affective commitment, (2) continuance commitment,
and (3) normative commitment. By definition, employees having strong emotional
connection with the organization developed high affective commitment and because
41
of it want to remain part of the whole. Continuance commitment signifies that

employees are keen to stay in an organization. Even though continuance committed
employees might not like everything about the organization, the motivation to stay
grows from a need. Employees who are normatively committed respond to their own
sense of loyalty and fairness.
Interestingly, Mowday et al. (1982) claimed that organizational commitment holds

greater significance as a variable than job satisfaction. It seems that organizational
commitment is a more dependable indication of an employee’s identification with
the culture of an organization as well as his involvement in an organization over the
long term.
Most of the research regarding the influence of management practices on employees’

commitment has been in the area of affective commitment, as it is the most desirable
form of commitment (Meyer & Allen, 1997). Meyer and Allen (1991) stressed that
this type of commitment predicts achievement of higher performance standards.
A high level of organizational commitment is an expression of an employee’s
willingness to contribute to the working culture as part of his or her belief in shared
values and goals. Employers want to build loyal and performing employee workforce
need to scrutinize employees’ organizational commitment from time to time.
2.2.1. Antecedents of Organizational Commitment
Mathieu and Zajac (1990) categorized previous research and inspected antecedents
of organizational commitment. Included in the antecedents were personal variables
defining educational levels, marital status but also age and gender, education,
marital status, and perceived competence. Same study inspected effect of job
related characteristics such as group-leader relations and role states (role ambiguity,
role conflict, and role overload) on organizational commitment. Within personal
characteristics only perceived competence had a significant relationship. Leader
communication and participatory leadership, from group leader relations, had
significant relations with organizational commitment. Organizational characteristics
had no significant correlations. Role states were all significantly correlated with
organizational commitment, as well as job satisfaction.
According to the research of Meyer and Allen (1991) organizational commitment

is associated with age, organizational tenure, and position tenure. Steers (1977)
reported organizational commitment to be a consequence of a strong intent to remain
42
in the organization.
But besides some personal factors, organizational policies and practices have impact
on the organizational commitment. Those employees who used policies showed
higher results on organizational commitment and lower intentions to leave (Grover
& Crooker, 1995). Chen et al. (2007) proved that good human resources practices
had a positive correlation with organizational commitment and employees who
experienced good practices demonstrated better employee performance.
In their meta-analysis of previous research Allen et al. (2000) inspected 67 studies

questioning potential consequences of work life conflict. Variables analyzed as
consequences were grouped in three different categories or factors such as factors
related to family and personal characteristics (non-work-related outcomes), then
factors related to work (work-related outcomes) and other factors such as aging
population (stress-related outcomes). One of the strongest consequences of higher
levels of work life conflict was job stress.
For a long time job stress has been „a popular topic in social research because of its
social relevance and possible implications for work organizations” (Obradovic &
Obradovic-Cudina, 2009, p. 442). Dipboye, Smith and Howell (1994, p. 290), define
job stress as „any circumstance that places special physical and/or psychological
demands on a person so that an unusual or out-of-the-ordinary response occurs”.
According to Anand et al. (2014, p. 693) employees are under the job stress on a
regular basis because of „various reasons such as lack of high-quality relationships
in the workplace or lack of time and resources”. In several meta-analytical researches
job stress was inspected as a predictor to levels of work life conflict (Byron, 2005;
Ford et al., 2007). One newer study by Bell, Rajendran and Theiler (2012, p. 31) that
explored this relationship among academics found „job threat stress and job pressure
stress together explained 61% (R2=0.60) of the variance in work life conflict”.
Nonetheless, literature is dominated by studies that point out reversed causation

between job stress and work life conflict. It is considered that long-standing work
life conflict has a psychological effect that consequently impact physical health and
thus stimulates job stress (Allen et al., 2000; Eby et al., 2005). Yun, Kettinger and
Lee (2012) showed that 30% of the job stress variance can be explained by work life
conflict.
Data of the National Study of the Changing Workforce from 1997 showed that work
43
life conflict related to work related outcomes (Anderson, Coffey & Byerly, 2002).
Higher levels of work life conflict caused lower job satisfaction, stress and intentions
to leave the company whereas work life conflict impacted stress the most. Duxbury
and Higgins (2001) examined how role overload, work life conflict and life work
conflict influence the quality of life. Overloaded employees experienced high levels
of job stress and sometimes experienced burnout.
A study on stress in IT sector proved that women experience high role stress,
especially if they are married which then affects performance (Kavitha, Kavitha
& Alurmurugan, 2012). Stress has been also connected with the reduced worker
and organizational performance in many pieces of research (Noor & Maad, 2008)
and Yasbek (2004) claims that lowering stress levels of employees can significantly
improve employee productivity. According to Moore (2000) the higher the stress
level that employee feel, higher are also turnover rates.
Even though research on stress as a consequence of work life conflict brings rather
consistent results, another important work-related attitude among employees that
needs to more research is job satisfaction. Locke (1976, p. 1304) characterizes job
satisfaction as „a pleasurable or positive emotional state resulting from the appraisal
of one’s job or job experiences”. Job satisfaction has opposite results on employee
and organizational outcomes and it impacts variables such as lower absenteeism
or turnover rate, increased customer satisfaction, organizational performance and
job performance (Judge et al., 1998; Kinicki, McKee-Ryan, Schriesheim & Carson,
2002).
Researchers explored direct connection of work life conflict with job satisfaction
finding this correlation to be statistically significant and negative (e.g. Allen et al.,
2000; Carr et al., 2008; Rathi & Barath, 2013; Siegel, Post, Brockner, Fishman, &
Garden, 2005). Among flexible schedules and supervisory support, job satisfaction
was best predicted by work life conflict (Thiede Thomas & Ganster, 1995) and it
predicted 14% (Carr et al., 2008) or 15% (Keeney, Boyd, Sinha, Westring & Ryan,
2013) of the job satisfaction variance.
That different facet of job satisfaction correlate negatively with work life conflict
was confirmed by Boles, Howard and Donofrio (2001) finding that work life conflict
lowers job satisfaction in general as well as the satisfaction in job coming from
promotional possibilities. In another research a negative correlation was also found
between work life conflict and job satisfaction connected with pay, promotion and
44
quality of supervision (Boles et al., 2003).
Even though most of the research showed negative relations between work
life conflict and job satisfaction, significant number of papers conclude that this
correlation was rather small (e.g. Albertsen, & Carneiro, 2012; Munir, Nielsen,
Garde, Cortese, Columbo & Ghislieri, 2010; Wright et al., 2014). One Danish
research among medical staff found correlations between work life conflict and job
satisfaction where 10% of the variance of job satisfaction was predicted based only
on the levels of work life conflict (Munir et al., 2012). In another research work
life conflict was fairly correlated with job satisfaction but predicted only 2% of job
satisfaction (Cortese et al., 2010). Similar results were presented by Wright et al.
(2014). On a sample of 168 IT professionals in 30 organizations, researchers showed
that work life conflict explains only 2% of job satisfaction.
Interestingly, some research showed no significant correlation (e.g. Allen et al.,

2000; Kopelman et al., 2003). Kopelman, Greenhus and Connolly (1983) in two
studies of alumni and college students found no significant correlation between work
life conflict and job satisfaction. In their meta-analysis, Allen et al. (2000) reported
mixed findings of researches exploring relationship between work life conflict and
job satisfaction suggesting that third variable might be influencing this relationship
calling for more complex models to be tested.
Some explanations could be found in the Conservation of Resources Theory which

proposes that work life conflict „depletes resources or stimulates the perception of
consumed resources, leading to negative outcomes such as lower job satisfaction,
inferior performance, and lower commitment” (Mathis et al., 1999, p. 18). According
to different authors negative feelings toward job and lower performance is a product
of perception that job is the source of conflict (Beutell, 2010; Grandey, Cordeiro
& Michael, 2007; Judge, Ilies & Scott, 2006). This developed negative attitude or
feeling might be job stress. According to Conservation of Resources Theory, job
stress might be a mediator between work life conflict and job satisfaction bringing
inconsistent results in various researches.
Some indices of this relationship might be found in different papers. For example
Bedeian et al. (1988) inspected work life conflict, job stress, and job satisfaction.
While work life conflict and job satisfaction were uncorrelated statistically
significant, correlations between work life conflict and job stress and then job stress
and job satisfaction were proven as significant. A significant correlation between
45
job stress and job satisfaction was previously reported also by Kahn et al. (1966).
Additionally, Anderson, Coffey and Byerly (2002) also proved that work life conflict
better correlates with job stress than job satisfaction on a study sample of more than
2 000 employees from the 1997 National Study of Changing Workforce survey. A
recent study proved that job stress is a good mediator for a relationship between life
work conflict and job satisfaction (Anand et al., 2014).
Considering the Conservation of Resources Theory and presented research the

following hypotheses were tested by the Research Model 3:
H15: WLC enhances levels of job stress.
H16: WLC has a negative effect on job satisfaction.
H17: Job stress has a negative effect on job satisfaction.
H18: Job stress mediates the relationship between WLC and job satisfaction.
Another organizational variable that has been researched as a consequence of work

life conflict was organizational commitment. It is explained as the degree „to which
people are likely to remain with the organization and to work toward organizational
goals” (Mowday, Porter & Steers, 1982, p. 19) or „includes identification with and
involvement in the organization” (Fields, 2002, p. 43). It is considered as a good
predictor of turnover intention (Ahuja, Chudoba, Kacmar, McKnight & George,
2007) but also job performance (e.g. Baugh & Roberts, 1994; Freund, 2005; Hussain
& Mujtaba, 2012; Meyer et al., 1993). Organizational commitment was found
as a consequence of work life conflict (e.g. Allen et al., 2000; Carr et al., 2008;
Netemeyer et al., 1996). In one research study, work life conflict predicted 11% of
the variance in organizational commitment (Carr et al., 2008) but interestingly, other
scholars had problems finding significant relationship of organizational commitment
and work life conflict and called for further research on this relation (Ahuja et al.,
2007; Sturges & Guest, 2004).
Sturges and Guest (2004) studied the impact of work life conflict on organizational
commitment among graduates. Contrary to expectations they found no correlations
linking work life conflict and organizational commitment. Researchers concluded
that the lack of impact of work life conflict on organizational commitment suggests
that graduates are possibly not thinking about changing jobs or career direction
46
under the work life conflict. Siegel et al. (2005) found that work life conflict does
not predict organizational commitment in one study, and in another conducted study
work life conflict proved to be significant but small predictor of organizational
commitment. Scholars called for future research inspecting this relationship.
Insignificant association between work life conflict and organizational commitment
was also found in other papers (e.g. Ahuja et al., 2007; Lu et al., 2006).
Contrary to expectations, in a research on Chinese sample work life conflict improved

organizational commitment. Scholars concluded that „finding suggests the Chinese,
who experience work life conflict, could develop positive attitudes toward their
employers because work demands can ultimately bring benefits to them and to their
families” (Zhang et al., 2012, p. 707). Results show that relationship was mediated
through work exhaustion. They also called for further research on this relationship.
Relationship of job stress, job satisfaction, and organizational commitment was

studied among 532 nurses (Ho et al., 2009). Job stress was negatively correlated with
job satisfaction and organizational commitment, and organizational commitment
was with job satisfaction. Karsh, Booske and Sainfort (2005, p. 1 275) research
findings concluded that „if an organization could increase employee satisfaction and
commitment, they would subsequently reduce employee turnover”.
Different meta-analyses showed inconsistency in results of research inspecting the

relationship between work life conflict and organizational commitment (Allen et
al., 2000; Amstad et al., 2011; Kossek & Ozeki, 1999). When conducting a meta-
analysis Allen et al. (2000), researchers found mixed results between work life
conflict and organizational commitment. When inspected research used affective
commitment observed weighted mean correlation was r=-0,23, and normative
commitment and continuance commitment were excluded. Not all studies showed
correlations between affective commitment and work life conflict. The Newer meta-
analysis showed smaller weighted mean correlation r=-0,17 (Amstad et al., 2011).
Based on the Conservation of Resources Theory that suggests how work life
conflict causes stress leading to negative attitudes and causing lower organizational
commitment (Beutell, 2010; Grandey et al., 2007; Hobfoll, 1989; Judge et al., 2006)
and in line with some other research (e.g. Ho et al., 2009; Karsh, Booske & Sainfort,
2005) following hypotheses are postulated for Research Model 3:
47
H19: WLC and organizational commitment are not correlated.
H20: Job stress has a negative effect on organizational commitment.
H21: Job satisfaction positively influences organizational commitment.
H22: Job satisfaction mediates the relationship between job stress and
organizational commitment.
48
In order to summarize all of the hypotheses in this dissertation from three researched
models, the following table has been prepared (Table 3).
Table 3. All Researched Hypotheses

49
2.2.2. Consequences of Organizational Commitment
The extent of the employee’s commitment can impact work variables, namely job
satisfaction and employee retention (Mowday et al., 1982). This then has benefits both
for an employee and organization. As an antecedent, the organizational commitment
was used to predict absenteeism, performance, and turnover. Steers (1977) reported
organizational commitment predicted job attendance and turnover. Gellatly (1995)
found that employee absenteeism correlated with continuance commitment.
Mathieu and Zajac (1990) researched over 200 articles and their meta-analysis
showed the organizational commitment to be significant predictor of intention to
leave, turnover and performance.
As Katz and Kahn (1978, as cited in Mathieu & Zajac, 1990, p. 171) stated that
„committed employees were more likely to engage in extra-role behaviors, such
as creativeness and innovativeness, which are often what keeps the organization
competitive”. Other research also found correlations between organizational
50
commitment and high performance (e.g. Baugh & Roberts, 1994; Freund,
2005; Hussain & Mujtaba, 2012; Meyer et al., 1993). This connection between
organizational commitment and performance was found to be strongest in the later
career stages (Cohen, 1991).
Meyer, Allen and Smith (1993) studied the relationship between performance,
affective and continuance commitment, and job satisfaction. Results showed that
affective commitment correlated positively with performance which was also
correlated negatively with continuance commitment. Interestingly, results on job
satisfaction had no impact on job performance. Meyer et al. (1993, p. 538) stated that
„committed employees had high expectations of their performance and therefore
performed better”. In another research performed by Baugh and Roberts (1994, p.
104) committed employees „to both their organization and their profession had high
levels of job performance”. Organizations that make an investment in various types
of employee commitment create meaningful and effective ways to predict positive
employee-organization relationships (Freund, 2005).
2.3. Social Construction Approach and Theories
The area of work and family research has been studied by scholars from different
disciplines, such as sociology, psychology, business, social work, economics,
etc. (Allen et al., 2000). Even though the term has been inspected from different
theoretical approaches and lenses, social construction approach has been mostly
used to inspect work life conflict and explain its predictors and consequences.
The social construction is different compared to other approaches that „treat an
individual as a passive reactor to environmental conditions” (Musura et al., 2013,
p. 44). According to Kreiner et al. (2009, p. 705) „in social construction approach
an individual is active as an agent in interpreting the world and also building and
interacting with the world around him”. Within this approach to work life conflict,
several theories attempt to explain it. These theories include role theory, spill-over
theory, compensation theory, congruence theory and conflict theory.
Role theory was introduced in 1950’s by sociologists such as Parsons (1951) and
Merton (1957) and has helped in building understanding of work life conflict
(Edwards & Rothbard, 2000). As Hsieh and Eggers (2010, p. 40) stated that role
theory is standing on „the premise that every individual has a number of roles,
which include roles at work and outside of work”. According to Kahn et al. (1964,
p. 19) role conflict occurs when „simultaneous occurrence of two (or more) sets of
51
pressures such that compliance with one would make more difficult compliance with
the other”. This definition is similar to the explanation that explains how work life
conflict is happens because people possess and act in different roles these multiple
roles have conflicting demands (Edwards & Rothbard, 2000). Role conflict occurs
when in the same time an individual is asked to fulfill demands from two or more
roles. In research of Kahn et al. (1964) it was demonstrated that role conflict is
caused by different personal, interpersonal, and organizational and it led to lower
job satisfaction.
The spill-over theory was also among the first theories hypothesizing that work and
non work domain overlap and that either domain influences positively or negatively
on the other domain. According to the spillover theory, there is a correspondence
between what occurs at work and what happens in non work life and this spillover
can have a positive or negative effect (Staines, 1980). Positive spillover is considered
work-family enhancement and negative spillover is considered work life conflict
(Grzywacz & Marks, 2000). In the late 1970’s Pleck (1977, as cited in Musura et
al., 2013, p. 44), research showed that “women experienced spill-over from family/
life role into work role and men experienced spill-over from work role to family/life
role”. Between work and family, positive spillover can promote the well-being of the
individual and their family (Grzywacz, 2000). On the other hand, negative spillover
causes conflict between two domains (Bartolome & Evans, 1980). Negative spillover,
then, can be said to be the extent to which employment obligations influence family
life and to which extent family obligations and time interfere with the productivity
of workers. When there is spillover, stress accumulated in one domain is experienced
in another domain of life (Leiter & Durup, 1996).
Another theory explaining work life conflict was compensation theory developed
by Staines (1980). According to this theory people are compensating deficits from
one aspect in their lives by having more resources such as time invested in another
aspect of life. For example, employees not satisfied on the job might spend more
time in different local community activities. Individuals being bored at work might
seek excitements in outside their work sphere. Each domain compensates for what
is missing in the other, and individuals are able to make life more meaningful and
rewarding by balancing experiences from the two domains (Zedeck & Mosier,
1990). In order to compensate, an individual may decrease involvement in the part
of life, either work or non-work, that is not satisfying and increase participation in
the domain that is thought to be satisfying. This form of compensation is perceived
„as the reallocation of importance, time, or attention away from a dissatisfying
52
domain to a potentially satisfying domain” (Edwards & Rothbard, 2000, p. 181).

Zedeck (1992) adds that an individual might also pursue rewards in one domain as a
way to respond to dissatisfaction in another domain. Work life conflict will ensue if
individuals are unable to maintain a balance between efforts in the two domains such
that all of their work responsibilities are being met (Greenhaus & Beutell, 1985).
Congruence theory explains that perceptions of work and family are generated by the
third variable (e.g. positive affect). This variable then acts as a common denominator
and has impact on both work and life and acts (Edwards & Rothbard, 2000).
According to Michel et al. (2011) this third variable might be general cognitive–
affective and behavioral propensities.
Greenhaus and Bautell (1985), and later Pickering (2006), proposed conflict theory
explaining that different roles lead to different demands in terms of time, attention
and commitment to perform. Put differently, it is impossible to be active and
participate equally in all roles since this participation drains resources (Mathis et al.,
2009). When someone devotes time and energy into the development of their career
that same time and energy cannot be spent for development a successful family
life (Burke, 2002). Work life conflict, sometimes also called work family conflict,
is explained as a „construct representing negative interdependencies between work
and life roles and has received considerable attention in the work life literature”
(Barnett, 1998, cited in Musura et al., 2013, p. 44). Greenhaus and Beutell (1985)
differentiate three types of work life conflict. Time-based conflict happens when an
individual devotes too much time in one domain of life which makes it impossible to
invest time in another domain in life. Strain-based conflict happens when problems
such as tension or stress in one domain influence on fulfilling the demands in other
life domain (Edwards & Rothbard, 2000). When formed behaviors from one domain
are incompatible with expected behaviors in another life domain this conflict is
called behavior-based conflict.
2.4. Conservation of Resources Theory
Conservation of Resources Theory was first introduced by Hobfoll (1989).

Speculating that stress receives much attention because it is affecting people’s lives
but has no efficient model to explain it, Hobfoll (1989) introduced Conservation
of Resources Theory. During the years theory has undergone some reviews (e.g.
Hobfoll, 2001) but the main model remained the same.
53
The model’s basic tenet is that people „strive to retain, protect, and build resources
and that what is threatening to them is the potential or actual loss of these valued
resources” (Hobfoll, 1989, p. 513). Meaning that the „individuals are motivated to
protect their current resources (conservation) and acquire new resources” which is
also called acquisition (Halbesleben, Neveu, Paustian-Underdahl & Westman, 2014,
p. 1 335). Thus, according Crain et al. (2014, p. 11) „work life conflict, a stressor, is
likely to result in a loss of resources, primarily valued work roles, home roles, and
time”.
Hobfoll (1989, p. 517) defines resource as valuable things „whose loss or gain result
in stress or eustress (e.g. well-being)”. Resources can be also defined as „anything
perceived by the individual to help attain his or her goal” (Halbesleben et al., 2014, p.
1338). By the definition provided by Hobfoll (1989, p. 516), resources are „objects,
personal characteristics, conditions, or energies that are valued by the individual
or that serve as a means for attainment of these objects, personal characteristics,
conditions, or energies”.
Objects are resources that have physical nature and one of the examples used is
home that provides shelter (e.g. home; Hobfoll, 1989). Conditions are resources
that individuals are trying to accomplish because they represent a certain goal such
as marriage, tenure, seniority or valued work role. Resources like time, money or
knowledge are called energies. Personal characteristics are resources that help
individuals in resisting the stress (e.g. self-esteem, mastery, learned resourcefulness).
In the organizational literature work life balance policies, social support, job control,
and job autonomy are mentioned as psychological resources (Halbesleben et al.,
2014). Table 4 presents different resources that were investigated in organizational
literature when Conservation of Resources Theory was applied and that were
compiled by Halbesleben et al. (2014).
54
Table 4. Sample of Resources in Conservation of Resources Theory

55
Source: adapted from Halbesleben et al. (2014, p. 1338)
If individuals experience loss of resources at work, they can experience negative

feedback on the well-being and burnout (Shirom, 1989) or depression (Kessler,
Turner & House, 1988), lower job satisfaction (Wheeler, Halbesleben & Whitman,
2013). Grandey and Cropanzano (1999) discuss that due to work life conflict
employees might start believing that they are unable to perform the job successfully.
Consequently this may cause that they start investing more time and energy, which
are valuable resources. People with „high self-esteem may not be as bothered by
the potential loss of time and energy because they know they can cope with such a
loss” (Grandey & Cropanzano, 1999, p. 352). On a sample of 623 individuals from
Fortune 500 companies Crain et al. (2014) concluded that loosing resources or even
imagining the loss of resources induced by higher levels of work life conflict impacts
psychological aspects of someone’s life such as of sleep.
Hobfoll and Shirom (2000) inspected Conservation of Resources Theory connected

to stress and elaborated that stress was the result of the interface between work and
56
life. Crain et al. (2014, p. 12) explain this on an example with time as a resource
stating that „when an individual experiences work life conflict such that they are
preoccupied with work when at home, their home performance is affected”. As
an alternative, time-based work life conflict „may occur when work time cuts into
family time and individuals must therefore devote additional time to the family
domain to preserve their relationships and maintain their valued role as a family
member” (Crain et al., 2014, p. 12).
Halbesleben, Harvey and Bolino (2009) investigated how high levels of work and
long hours influence employees’ engagement finding it affects work life conflict as
well. Research showed that highly engaged employees, who were self-aware, report
lower work life conflict than less self-aware employees. Hence, personality as a
resource might be useful when it comes to work life conflict.
Another research valued impact of resources on work life conflict exploring the
effects of culture (Poelmans et al., 2003). Across 25 countries, the impact of resources
on the work life conflict was dependent on the individualistic or collectivistic
cultures. It seems that „normative tendencies regarding how resources are evaluated
and what constitutes loss guide individuals’ assessments of their environments and
their selves” (Hobfoll, 1989, p. 518). In most of the situations people are focused
on potential win and not on what they might lose. The perception of this might be
influenced by normative perceptions affected by culture norms.
In the time of stress, besides focusing on what is positive, individuals may start
reevaluating their resources. Grandey and Cropanzano (1999) surveyed professors
and found that loss of resources due to continuous work and life stress led to job
and life dissatisfaction as well to lack of physical health. As a result individuals
were high on intentions to minimize loss of the resources or leave their jobs, which
is predicted by the Conservation of Resources Theory, in order to minimize stress
and dissatisfaction. As Hobfoll (1989, p. 519) concluded „to refocusing attention as
to whether and which resources are likely to be lost or gained, people may combat
their sense of loss by reevaluating the value of resources that are threatened or that
have been lost”. Thus, loss of resources on the job might lead to a reevaluation of
those resourses causing intent to leave the job, lowering organizational commitment
or performance.
57
2.5. Research in Croatia
Overview of the existing literature on the work life conflict in Croatia reveals that it
is still not researched enough (Dobrotic & Laklija, 2009; Sverko et al., 2002). Prior
1990’s, one study analyzed work life conflict trying to emphasize implications of
personal roles more for female workers than male workers (Mihovilovic, 1975).
Because of the higher levels of education for working mothers, female workers had
more conflict in work and life environments. Since the traditional value system in
Croatia put family as more important than work topic of work life conflict was not in
the research focus (Obradovic & Cudina-Obradovic, 2009). For this reason, females
were mostly staying home and raising children (Obradovic & Cudina-Obradovic,
2009).
Musura et al. (2013) claim that new work culture, reinstated with the new political
system from early 1990’s, changed ways work influences life. Together with the
„privatization of companies more rigorous work discipline, longer working hours,
productivity and efficiency became more important” (Musura et al., 2013, p. 48).
Tomic-Koludrovic and Kunac (2000) showed that female workers during the 1990
had less time for social activities due to more time invested in work. Due to these
changes work became important for both genders (Baloban and Crpic, 2000). In early
1990’s, job safety and satisfaction next to good salary began to become important
both to men and women (Maslic Sersic, Sverko & Galic, 2005). The longitudinal
study that started in 1993 and ended in 2008 showed that different work spheres
were almost equally important through all of the time both to women and men
(Sverko & Galic, 2009). But, in the researched period satisfaction with the safety of
job, coworkers and line managers grew statistically significant. Still, possibilities for
advancement in the career were low, and this could have an effect on the lower work
satisfaction and higher work life conflict.
Obradovic and Cudina-Obradovic (2000) listed negative, and positive consequences

of dual-earner couples stating all tasks shouldn’t be role connected, and that
organizations need to adopt their work environment to these changes. Authors
claimed that in the post-transitional period traditional gender ideologies must be
surpassed. Several years later same authors conducted a study on 340 dual-career
couples showing males became more present in family life, whereas females started
participating more in work (Obradovic & Cudina-Obradovic, 2009). These changes
58
in work and life affected work life conflicts and interrelations in marriage.
Sverko, Arambasic and Galesic (2002) surveyed more than 500 employees in
Croatian companies showing that longer working hours have an impact on higher
work life conflict affecting lower well-being of participants. And even though work
life balance was correlated with positive work outcomes, large Croatian companies
still didn’t start implementing work life balance policies (Sverko et al., 2002).
Additionally, it seems that part-time jobs are not preferred on the Croatian market,
but employees tend to prefer full-time jobs because of the job safety (Akrap et al.,
2003).
Working mothers tend to estimate the negative effect of work on life than vice versa
statistically significant (Jelusic & Maslic Sersic, 2005). A set of predictors explains
11% of the variance in work life conflict and 20% of the variance in life work conflict.
When male partners helped in house life, life work conflict for female partners was
significantly lower. Working mothers who perceive help from their husbands report
lower levels of life work conflict. Perceived flexibility of work and demand for the
job role are significant antecedents of work life conflict. Average working time and
number of children are both significant predictors of work life conflict and life work
conflict.
UNDP research on Quality of Life in Europe showed almost average levels of work
life conflict (X=2,98) and life work conflict (X=2,30) on a 6-point scale (Dobrotic &
Lakalija, 2009). Around 17% of the variance of work life conflict was explained by
predictors, and 8% of the variance of variable life work conflict. „The most significant
predictors of work life conflict were work characteristics, primarily working hours,
the experience of work and perception of job safety” (Dobrotic & Lakalija, 2009, p.
63). Another predictor that showed significant in predicting work life conflict was
care for elderly persons.
In a research on Croatian nurses job satisfaction was strongly predicted by work

life balance levels and authors that topic of work life conflict is still unexplored in
Croatia (Prizmic et al., 2009). Simunic and Gregov (2012) took upon this finding
and surveyed 129 nurses studying how work life conflict influences job satisfaction.
Those nurses that worked early in the mornings „experienced less conflict between
work and family than other groups of nurses, who worked in the afternoon, or the
59
night shift” (Simunic & Gregov, 2012, p. 189).
A recent study on work life conflict and life work conflict on Croatian sample showed
work life conflict was more present than life work conflict. Results also show that
29% of the variance can be explained by predictor variables such as stress related to
work, working hours and existence of work life policies (Musura et al., 2013).
Changes in work sphere show that economic activity in Croatia leans more and more
towards services which bring less flexibility in working schedule and could cause
more conflict in work and private life (Matkovic, 2008). Structural changes in family
and aging population bring new types of families where three generations live under
the same roof, and younger family members are taking care of older family members
(Dobrotic & Laklija, 2009). Relatively small number of researches studying work
life conflict, changes in family and work arrangements and changes in the political
system make the topic of work life conflict at most relevant to explore. Considering
the broader environment where Croatia is a rather new member of EU and needs to
compete on the market only additionally stresses the relevance of this topic.
60
3. Methodology
3.1. Research Model 1: Impact of Objective Factors on WLC
and LWC
Research Model 1 attempts to answer research questions 1 and 2. It explains what
role different objective personal and objective organizational factors play in
explaining work life conflict and life work conflict. Even though primary focus of
this dissertation is on work life conflict, construct of life work conflict is also taken
in this model in order to check if it will be less present than work life conflict in the
sample. This has been showed by other past research (e.g. Frone et al., 1992; Frone
et al., 1997; Gutek et al., 1991; Williams & Alliger, 1994).
The theoretical framework is built on the social construction approach theories, more
specific on a conflict theory that is taken as the dominant one. Conflict theory states
that „individual needs to perform different roles which are differently demanding of
their time, attention” which then causes work life conflict (Musura et al., 2013, p.
44). Research questions that will be answered in this research model are:
RQ1: Which objective personal factors have an impact on work life conflict
and life work conflict in Croatia?
RQ2: Which objective organizational factors have an impact on work life

conflict and life work conflict in Croatia?
The following section will describe the first research model and list hypotheses for
the empirical validation. It will also describe methodology and measures used in the
Research Model 1.
3.1.1. Conceptual Framework and Hypotheses
Research Model 1 assumes that work life conflict can be predicted with two sets of
variables. The first set of variables presents socio-demographic characteristics of
the person that are named objective personal factors. The second set of variables
presents information on the company and is named objective organizational factors.
Conceptual framework for the Research Model 1 is illustrated in the Figure 7.
61
Figure 7. Conceptual Framework for Research Model 1
To give the better overview of the hypotheses used in the Research Model 1 following
Table 5 was prepared.
62
Table 5. Research Hypotheses of Research Model 1

63
3.1.2. Data Collection and Sample
In order to test hypotheses for this research model, the population of young working
individuals who held full-time jobs was selected. The population of young working
individuals was chosen because of some opposite research results. One research
showed that young individuals who hold higher position jobs have more possibility
to control over their work arrangement and job flexibility (Duxbury, Higgins & Lee,
1994). This prevents them from having work life conflict. However, another research
shows contrary results that young working individuals in higher level positions are
often required to work long hours which then emphasize work life conflict (Brett
& Stroh, 2003). Interesting conclusion comes from the research of Powell and
Greenhaus (2010) who found working professionals are prone to develop skills that
help them not just to minimize work life conflict, but also life work conflict as well.
The objective of sampling for this research model was thus to target the population
of young working professionals controlling the job position and full-time working
hours. The sampling procedure used targeted sampling as a form of a snowball
technique that builds up on contacts of individuals in the different organization.
Other researchers also used this method of sampling to obtain data from employees
in a variety of companies (e.g. Ashforth, Kreiner, Clark & Fugate, 2007; Martins,
Eddleston & Veiga, 2002, Musuraa et al., 2013).
The sampling procedure included uploading a questionnaire online and sending

e-mails to managerial level individuals with an invitation to participate in the
research. This invitation instructed potential respondents that research was intended
to explain work life conflict and life work conflict with young workers in higher
level positions. In order to gain sample from the needed population potential
respondents were asked to participate in the survey only if they were under the age of
40, holding managerial position and working full hours. The questionnaire included
additional questions (age, managerial position and full working hours) that checked
if this is correct once the respondent started filling the questionnaire. The study was
conducted in June and July of 2013th. The complete questionnaire can be found in the
Appendix (Employee Questionnaire 1).
The final sample consisted out of 271 respondents and frequency table statistics
is presented below (Table 6). The group of respondents was 62% female and 38%
males. Almost half of the sample consisted out of individuals aged 26 to 30 years
(49%), one quarter were those aged from 20 to 25 years (25%) and the rest were
64
respondents aged 31 to 35 years old (13%) and from 36 to 40 years old (13%).
Table 6. Frequency Statistics for Research Model 1

Variable Dimension %
gender
male 38%
females 62%
age
to 25 years 25%
26-30 years 49%
31-35 years 13%
36 years and more 13%
marital status
single 35%
divorced 3%
in a relationship 39%
married 23%
education
high school 0%
BA level 49%
MBA, MA 45%
M.Sc., Ph.D. 6%
level in management
lower level of the organization (I do not manage people) 0%
lower management 43%
middle management 44%
top management 13%
size of the organization
micro (up to 10 employees) 0%
small (11-50 employees) 38%
middle sized (51-250 employees) 40%
big (more than 250 employees) 22%
Concerning the relationship, respondents were mainly in a relationship (39%) or

available (35%). The rest of them was married (23%) or divorced (3%). Almost half
of the respondents had their BA level of education (49%) and MBA or MA (45%)
65
finished and the rest of them had their M.Sc. or Ph.D.1 title obtained (6%).
Respondents were mostly working on middle-level positions (44%), and lower level
positions (43%) and 13% of them were in the top management jobs. Middle size
organization (40%) and small size organizations (38%) prevailed in the sample,
and only 22% of the employees worked in big size companies. In their opinion
organizations mostly nurtured work life balance (39%), third of the sample thought
organizations could do a better job (30%) and other third were not satisfied with the
work life balance policies in their organizations (31%).
3.1.3. Measures
Next to analyzed socio-demographic questions (e.g. gender, age, work experience,

level of the organization, etc.) work life conflict and life work conflict scales were
used for the Research Model 1.
Work Life Conflict
Work life conflict scale used in this dissertation was developed by Netemeyer et
al. (1996). Scale consists of 5 items and was used by several researchers in the
field of work life conflict (e.g. Ansari, 2011; Houston & Waumsley, 2003; Mathis et
al., 2009; Musura et al., 2013; Waumsley & Houston, 2009; Waumsley, Houston &
Marks, 2010). In the conducted research on young professionals, the 5-point scale
was used to capture respondents’ agreement with the items in question (1=”strongly
disagree”, 5-“strongly agree”).
Life Work Conflict
Same as the previous scale, life work conflict scale was developed by Netemeyer
et al. (1996). This scale also consists of 5 items and respondents were answering
on a 5-point answer scale showing the extent to which they agreed (1=„strongly
disagree”, 5-“strongly agree”). Table 7 presents items and scales from the Research
Model 1.
1 Participants with M.Sc. and PhD were grouped together since both educational levels are pure
research degrees
66
Table 7. Scale Items for Scale Constructs of Research Model 1
The presence of work life balance policies was measured by a simple question
asking participants to state if their company had any work life balance policies. The
number of work life balance policies was calculated from the questionnaire (please
see Appendix – Employee Questionnaire 1).
3.2. Research Model 2: Impact of Subjective Factors on WLC
Research Model 2 addresses research questions 3 and 4 of this dissertation. Compared

to the previous research model in this dissertation, emphasis in the Research Model
2 is on the subjective perception of the participants.
67
The focus on the research questions 3 and 4 is to investigate can subjective personal
and subjective organizational factors be used in order to predict work life conflict.
Theoretical framework is built on the Conservation of Resources Theory and
research questions that will be answered, already stated in this dissertation, are:
RQ3: Does self-esteem have an impact on work life conflict in Croatia?
RQ4: Which subjective organizational factors have an impact on work life

conflict in Croatia?
The following sections will describe the development of the Research Model 2.
The first section will present conceptual framework and list hypothesis. The second
section will introduce the methodology of the conducted research. The third section
will explain used measures in the research.
3.2.1. Conceptual Framework and Hypotheses
The conceptual framework of the Research Model 2 is based on the Conservation of

Resources Theory (Hobfoll, 1989). The Conservation of Resources Theory proposes
that „individuals are motivated to protect their current resources and acquire new
resources” (Halbesleben et al., 2014, p. 1335) in order to avoid conflicts or stress.
Some of the mentioned resources are self-esteem, the amount of work done, time
spent on the work, employee control and work life balance policies (Halbesleben
et al., 2014). This theory proposes that individuals are motivated to retain or even
protect, build and acquire the resources (Hobfoll, 1989). The idea behind it is to
avoid potential stress (Crain et al., 2014).
Research Model 2 assumes that additional to objective personal and objective

organizational factors, explored in the Research Model 1, work life conflict can be
predicted by subjective personal and subjective organizational factors. Figure 8
illustrates the conceptual framework for the Research Model 2.
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Following table presents tested hypothesis from the Research Model 2 (Table 8).
69
Table 8. Research Hypotheses of Research Model 2
According to Conservation of Resources Theory self-esteem is a personal

characteristic, the workload is considered as an object, time is under the group
named energies, employee control and work life balance policies is a resource named
condition. According to Grandey and Cropanzano (1999) „loss of these resources, or
threat of loss, may cause the experience of stress” (p. 352) and „stress should relate
to how work interferes with fulfilling family demands” (p. 353).
In order to test hypotheses about this research model population was set on a working
population in Croatia. The population was selected with no limitations depending on
their demographic characteristics as it was done in the previous research model. In
order to secure effects of work life conflict, the only limitation was that individuals
were full time employed in their organizations. The sampling objective was to collect
answers from the heterogeneous group when inspecting their education, levels of
management, experience and age.
Sampling procedure for the Research Model 2 used a snowball technique that uses
contacts of individuals in the different organization. This same procedure was used
in the Research Model 1 and other researchers used this method of sampling to
70
obtain data from employees in a variety of companies (e.g. Ashforth et al., 2007;
Martins et al., 2002; Musura et al., 2013).
The final version of the questionnaire was uploaded online, and e-mails were
sent to managerial level individuals with the invitation to participate. Invitation
instructed potential respondents that research was intended to explain work life
conflict. In order to gain sample from the needed population, potential respondents
were asked to participate in the survey only if they were working full-time for their
organizations. The study was conducted in January and February of 2014th. The
complete questionnaire can be found in the Appendix of this dissertation (Employee
Questionnaire 2).
The final sample consisted out of 351 working individuals mostly women (69%)
where men represented less than one-third of the sample (31%). Frequency data are
showed in the Table 9. Respondents were mostly aged from 31 to 40 (41%) and 41
to 50 years (28%) where the rest of the sample was younger than 30 years (13%) or
aged 51 to 60 years (15%) or above 61 years old (3%). Most of the employees were
married (62%) or in a relationship (21%). A small portion of the sample was single
(11%) or divorced (4%) or lost a spouse (2%). One fifth of the sample did not have
children (28%), and the rest were mostly parents to one child (22%) or parents of
two (26%). Almost half of the respondents had their MBA or MA diplomas (42%),
or BA diplomas (31%) obtained. Participants having M.Sc. and Ph.D. diplomas2
(17%) were also represented in the sample, and only 10% had high school level
finished.
When inspecting work experience, almost all groups of subsamples were similarly
represented. Half of the sample was working more than 20 years (27%) or from
11 to 15 years (24%). Groups of workers with 6 to 10 years of experience (20%)
and 16 to 20 (20%) years of experience were equally represented. The rest of the
respondents had 5 years of experience or less (9%). On the current position, workers
were employed for average 9 years.
Interestingly, levels of management were also equally presented in the sample and
employees came mostly from lower levels of management and administration (37%)
while the rest came almost equally from middle level of management (32%) and
higher levels of management (31%). Most of the respondents came from big Croatian
2 Participants with M.Sc. and PhD were grouped together since both educational levels are pure
research degrees
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companies with more than 250 employees (45%) and small organizations with 11
to 50 employees employed (20%). The rest of the sample was compromised with
employees from micro companies with less than 10 employees (18%) and medium-
sized companies with 51 to 250 employees (17%).
Table 9. Frequency Statistics for Research Model 2

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3.2.3. Measures
Next to socio-demographic data presented in the previous section (e.g. gender, age,
work experience, level of the organization, etc.). Research Model 2 used different
latent variables. These scales included: self-esteem, workload, employee control and
work life conflict scale.
In order to check the reliability and validity of the Research Model 2, this study
followed the work of Anderson and Gerbing (1988) recommending two-step approach
of structural equation modeling. After calculations of exploratory and confirmatory
factor analysis some of the variables that did not have good correlations with latent
constructs were dropped. The goodness of fit measures of validity were compared
with the goodness of fit criteria proposed by Schumacker and Lomax (1996). After
satisfying results in the second step structural equation modeling was applied using
AMOS 21.0.
Self-esteem
For the self-esteem scale, research used Rosenberg’s (1979) 10 items scale that
measures global self-worth capturing positive and negative feelings about self (Table
10). Confirmatory factor analysis showed 10 items explained only R2=43,21% of
the variance thus exploratory factor analysis extracted two factors with eigenvalues
higher than 1. Items with low factor communalities were omitted from the further
research. Total of 6 items remained explaining R2=59,45% of the variance on self-
esteem and had a satisfactory reliability score (α=0,861; Table 10).
73
Workload
Workload scale was adapted from Musura et al. (2013) and in original consisted out
of 5 items (Table 10). In order to improve validity and reliability, one item with low
correlations on the latent variable was omitted. Final solution explained R2=60,70%
of the variance and had satisfactory Cronbach alpha score of α=0,783.
Employee Control
Employee control was developed by Allan, Loudoun and Petz (2007) and consisted
out of 5 items. Second item on the scale „How much say over your starting and
finishing times” was divided into two items by Musura et al. (2013) and it was used
in this research (Table 10). Items explained R2=54,3% of the variance and had a
high-reliability score (α=0,829).
Work Life Conflict
Work life conflict scale was developed by Netemeyer, Boles and McMurrian (1996).
This scale was also used in the Research Model 1 in this dissertation. Scale consists
of 5 items that explained R2=70,06% of factor variance (α=0,893).
Reported results give the proof for the good psychometric properties of all used
variables in the model. Additionally, no coefficient alpha that measures reliability
was lower than α=0,7 which is satisfactory according to Bagozzi and Yi (1988).
Confirmatory factor analysis for all scales proved better results compared to two-
factor solutions.
Table 10 presents reliability and validity test results of various constructs in Research
Model 2. The following table (Table 11) provides reliability and validity tests of
scale constructs in the Research Model 2.
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Table 10. Reliability and Validity for Scale Constructs in Research Model 2

75
In order to measure perception of average time spent in the office, participants were
asked to estimate average hours spent working for the period of the last month.
Development of work life balance policies was measured as an estimate on a 5 point
Likert scale.
Additionally, descriptive statistics and correlations among the variables in the model
were inspected (Table 12). Work life conflict correlated statistically significant with
self-esteem (r=-0,210, p<0,01), workload (r=0,408, p<0,01), time spent working
(r=0,410, p<0,01), employee control (r=-0,243, p<0,01) and perception of the work
life balance in the company (r=-0,387, p<0,01).
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Table 12. Descriptive Statistics and Correlation in Research Model 2
In the second step of the analysis, structural equation modeling verified Research
Model 2. Measurement model was compared with constrained models as previously
suggested by Anderson and Gerbing (1988) and also suggested or used by some
other scholars (e.g. Anderson & Gerbing, 1988; Dorner, 2012; Hair, Black, Babin,
Anderson & Tatham, 2005). To address the measurement acceptable levels goodness
of fit criteria (Schumacker & Lomax, 1996) were compared with calculated fit
results (Table 13).
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Table 13. Goodness of Fit Criteria for Compared Measurement Models
Source: adapted from Dorner (2012, p. 36)
Null model, showing no connections among the variables, was first checked for fit
indexes so that the results could be compared to the results of later produced models.
The null model showed poor results on all of the indexes. In the measurement model
items on the scales were loaded according to their results and no constraint were
put on the variances. As proposed by other scholars (e.g. Anderson & Gerbing,
1988; Chen et al., 2001; Hair et al., 2005) all four variables were independent of
one another. In the second model expected correlation values of the items were
constrained to be the same for all of the variables. In the third model constraint that
all items were correlating the same with their latent variable was kept. Additionally,
variances of item scores were constrained to be the same value. For all three models,
the goodness of fit criteria were compared (Table 14).
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Table 14. Acceptable Levels of Goodness of Fit Criteria in Research Model 2
1
Model with unconstrained variances and values between variables; 2 Tau-Equivalent model-
Expected values of each of the items on the latent variable are the same; 3 Parallel model-
Expected values of each of the items on the latent variable are the same. The amount of
variation in the item score that is determined by the true score is the same for all items.
Although the chi-square for the measurement model was significant (χ2=417,93,
p>0,01) other measures of model fit (χ2/DF=2,25, CFI=0,93, TLI=0,92,
RMSEA=0,04) were acceptable and better than constraint models or null model.
3.3. Research Model 3: Impact of WLC on the Organizational

Commitment
The different research investigated consequences of work life conflict and showed
work life conflict has an impact on many work-related, non-work-related and stress-
related outcomes (Allen et al., 2000). Correlation between work life conflict and job
satisfaction was not consistent and explained properly (Allen et al., 2000) and other
scholars found statistically insignificant correlations between job satisfaction and
organizational commitment (Kopelman et al., 2003). After conducted meta-analysis
Allen et al. (2000) third variable might mediate this relationship.
Using meta-analysis of 27 articles Kossek and Ozeki (1999) Concluded there is

some inconsistency in the relationship between work life conflict and organizational
commitment. Most of the research showed no significant correlation which was
contradictory to logical thinking. It was concluded that more complex models
explaining consequences of work life conflict including mediation should be
analyzed (Allen et al., 2000; Kossek & Ozeki, 1999).
In order to explore the relationship between work life conflict, job satisfaction, and
organizational commitment, the primary focus of Research Model 3 was to answer
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research question 5.
RQ5: Can organizational commitment be predicted by work life conflict and

subjective organizational factors?
Job stress and job satisfaction are used as subjective organizational factors since
both are measured as self-report, and both depend on the subjective perception of
the world. The model hypothesizes that role of work life conflict in organizational
commitment is mediated via job stress and job satisfaction. The model assumes
that job stress is a mediator of the relationship between work life conflict and
job satisfaction. It is an assumption that the relationship between job stress and
organizational commitment is mediated by job satisfaction.
The following section will describe how the conceptual framework and methodology,
data collection procedure, describe the sample and present used measures in the
research.
3.3.1. Conceptual Framework and Methodology
Conservation of Resources Theory posits that „employees experiencing work

life conflict may come to believe that they cannot successfully perform the job”
(Grandey & Cropanzano, 1999, p. 352). Chronic work and family stressors drain
resources over time and employees develop desire to minimize this loss of resources.
In agreement with the theory stress from work life conflict affects job satisfaction
and later employee performance.
One presumption of this model is that there is no direct effect of work life conflict
onto the organizational commitment. Research Model 3 theorize that work life
conflict affects organizational commitment but through the mediation of job stress
and job satisfaction. Figure 9 presents the conceptual framework of Research Model
3.
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To give the better overview of the hypotheses tested in the Research Model 3
following Table 15 was prepared.
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Table 15. Research Hypotheses for Research Model 3
Sampling procedure for the Research Model 3, which was the same as for the
Research Model 3, used a snowball technique that used contacts of individuals in
the different organization. This same procedure was used in the Research Model 1
and other researchers used this method of sampling to obtain data from employees
in a variety of companies (e.g. Ashforth et al., 2007; Martins et al., 2002; Musura et
al., 2013).
The final version of the questionnaire was uploaded online, and e-mails were sent
to managerial level individuals with the invitation to participate. An invitation
instructed potential respondents that research was intended to explain work life
conflict. In order to gain sample from the needed population, potential respondents
were asked to participate in the survey only if they were working full-time for their
organizations. The study was conducted in January and February of 2014th. The
complete questionnaire can be found in the Appendix (Employee Questionnaire 2).
Frequency analysis has been presented already (please refer to Table 9).
82
3.3.3. Measures
To check the reliability and validity of the Research Model 3, instructions from
Anderson and Gerbing (1988) recommending two-step approach of structural
equation modeling were used. As for the Research Model 2 two factor analysis
preceded structural equation modeling. In order to check for the mediation effects,
this study followed procedures developed to test mediation by Mathieu and Taylor
(2006).
Work Life Conflict
Work life conflict scale was developed by Netemeyer et al. (1996). This scale was
also used in the Research Model 1 and Research Model 2 of this dissertation. Scale
consists of 5 items that explained R2=70,06% of factor variance (α=0,893). Items are
presented in the Table 16.
Job Stress
The scale of job stress with 7 items (Table 16) was developed by Anderson et al.
(2002). After deleting items with low communalities factor analysis extracted one
latent factor with 68,82% of explained variance with 5 items. Internal reliability
measured by Cronbach alpha showed good results (α=0,861).
Job Satisfaction
For the scale of job satisfaction 3-item Michigan Organizational Assessment

Questionnaire Job Satisfaction Subscale was used in the research (Cammann,
Fichman, Jenkins & Klesh, 1979). Analysis showed good validity (extraction of
one factor; 3 items explaining 75,92% of variance) and reliability scores (α=0,810).
Items are presented in the Table 16.
Organizational Commitment
Even though Allen and Meyer (1990) identified three types of for the Research
Model 3 only items scoring on the affective organizational commitment were used
as done by some scholar before (e.g. Zhang et al., 2012). After one of the items
had been deleted because of the low correlations with others, the rest of the items
explained 56,84% of the variance (α=0,810). Organizational commitment was then
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measured with 5 items (Table 16).
Reported results give the proof for the good psychometric properties of all used
constructs in the model. Additionally, no coefficient alpha that measures reliability
is lower than α=0,7 meeting the limit border according to Bagozzi and Yi (1988).
Confirmatory factor analysis for all scales proved better results compared to two-
factor solutions.
Table 16 presents constructs in Research Model 3 and their reliability and validity
scores. Table 17 gives an overview of items and scale constructs in the Research
Model 3.
Table 16. Reliability and Validity for Scale Constructs in Research Model 3
Variance
Number of Reliability Validity Validity
of factor
items (alpha) (GFI) (RMSEA)
explained
WLC 5 70,06% 0,893 0,985 0,071
Job Stress 5 68,82% 0,861 0,982 0,082
Job Satisfaction 3 75,92% 0,810 0,991 0,066
Organizational
Commitment 5 56,84% 0,811 0,985 0,083

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Before hypotheses checking, descriptive statistics and correlations of used variables

were inspected. Since all of the variables in use were scales, averages of the
scale items were used to present latent variables in order to calculate means and
correlations (Table 18).
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Table 18. Descriptive Statistics and Correlation in Research Model 3
Work life conflict correlated statistically significant both with job stress and job
satisfaction whereas the correlation with job stress was positive (r=0,648, p<0,01) and
with job satisfaction was negative (r=-0,161, p<0,01). Results also showed negative
correlations of job stress with job satisfaction (r=-0,305, p<0,01) and organizational
commitment (r=-0,300, p<0,01). Positive correlation between job satisfaction and
organizational commitment was found and it was r=0,661 (p<0,01). In line with
some other research (e.g. Kossek & Ozeki, 1988) no significant relationship was
found between work life conflict and organizational commitment (r=-0,091, p>0,05).
In the second step of the analysis, structural equation modeling checked was applied.
To additionally check the discriminant validity of the used latent variables, baseline
model was compared with constrained models as suggested by some scholars (e.g.
Anderson & Gerbing, 1988; Chen et al., 2001; Hair et al., 2005).
In order to address the measurement acceptable levels of assessment goodness of

fit criteria (Schumacker & Lomax, 1996) were compared with calculated fit results
(Table 19). This was then compared to the goodness of fit criteria (please refer to
Table 13).
The null model was first checked for fit indexes in order to compare its results to
any other models later produced. The null model showed poor results on all of the
indexes. In the Measurement model items on the scales were loaded according to
their results and no constraints were put on the variances. All four variables were
independent of one another. In the Model 2 expected correlation values of the
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items were constrained to be the same for all of the variables. In the Model 3, the
constraint that all items were correlating the same with their latent variable was kept.
Additionally, variances of item scores were constrained to be the same value. For
all four models, the goodness of fit criteria were compared, and measurement model
provided the best results (Table 19).
Table 19. Acceptable Levels of Goodness of Fit Criteria in Research Model 3
1
Covariances in the covariance matrix are assumed to be zero assuming dimensions or factors
unrelated 2 Model with unconstrained variances and values between variables; 3 Tau-Equivalent
model-Expected values of each of the items on the latent variable are the same; 4 Parallel
model-Expected values of each of the items on the latent variable are the same. The amount of
variation in the item score that is determined by the true score is the same for all items.
Although chi-square in the Measurement model was still significant (χ2=270,01,

p<0,01), other fit indexes showed better results when compared to fit indexes of
other models (χ2/DF=2,13, CFI=0,96, TLI=0,95, RMSEA=0,06). The measurement
model was then kept as the final model.
In order to additionally check the model, alternative structural equation models

were checked against the measurement model (Table 20). Model 4 assumed no
correlations between work life conflict, job stress, and job satisfaction and assumed
all there predict organizational commitment. Model 5 assumed work life conflict
is predicted by job stress. It was then assumed that job satisfaction, which predicts
organizational commitment, is predicted by work life conflict. Model 6 omitted job
stress and job satisfaction only predicting organizational commitment with work life
conflict. This model found no relationships between these two variables.
Measurement model had the best goodness of fit criteria then the rest of the nested
structural equation models and it was then kept as the final model.
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Table 20. Comparison of Different SEM Models
1
Model in which WLC, job stress, and job satisfaction are assigned as predictors to
organizational commitment; 2 Model in which it is assumed that job stress causes WLC which
then causes job satisfaction which is then a good predictor of organizational commitment;
3
Model where WLC is assumed to predict organizational commitment (β=0,09, p>0,05).

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4. Results
4.1. Research Model 1: Impact of Objective Factors on WLC
and LWC
Since there is no validated translation of work life conflict and life work conflict scales
in Croatia, validity and reliability of the scale needed to be checked. Exploratory
factor analysis with principal component extraction was used in order to assess the
structure of observed measures of work life conflict and life work conflict. Program
IBM SPSS v.21 was used as a statistical tool in order to calculate the results.
Work life conflict scale extracted one latent factor with satisfactory item loadings
explaining 77,90% of the variance of the work life conflict factor. Item loadings
are showed in the following table (Table 21). Reliability analysis of the scale also
showed satisfactory results calculating Cronbach’s Alfa size of α=0,929.
Table 21. Exploratory Factor Analysis for WLC
Exploratory factor analysis for the life work conflict scale also extracted one factor
as expected. 5 items on the scale explained 49,54% of the variance of the LWC
factor. Item loadings are showed in the Table 22. Reliability analysis of the scale also
showed Cronbach’s Alfa size of α=0,675 which is a satisfactory result.
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Table 22. Exploratory Factor Analysis for LWC
Before bringing the main results of the Research Model 1, descriptive statistics and
correlations were calculated (Table 23). As expected work life conflict (X=2,72,
SD=1,10) was more present in the sample than life work conflict (X=1,64, SD=0,64).
Results show that there is a statistical significant relationship between work life
conflict and marital status (r=0,151, p<0,05), presence of work life balance policies
(r=-0,392, p<0,01) and number of work life balance policies (r=-0,204, p<0,01). Life
work conflict shows statistical correlation with age (r=-0,167, p<0,05). Correlation
between work life conflict and life work conflict showed the significant result
(r=0,253, p<0,01).
Non-existing significant correlations between work life conflict and life work conflict
with other socio-demographic variables (e.g. age, education, level of organization)
can be explained by rather a homogeneous sample. Since the sample was drawn
from the population of younger working professionals and it was oriented towards
those aged below 40 years old. It did not cover possible variances of results of
employees older than 40 years old. The sample also showed that participants are
rather homogeneous in terms of education where most of them had BA or MBA
diploma finished.
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Table 23. Descriptive Statistics and Correlations

91
In order to test all hypotheses developed in the Research Model 1, hierarchical

regression analyzes were calculated separately for work life conflict (Table 24) and
life work conflict (Table 25). In the first step, all objective personal factors were
included in the analysis both to predict work life conflict and life work conflict.
Second step added all objective organizational factors in order to calculate regression
difference or regression change.
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Table 24. Hierarchical Regression Analysis for WLC

93
Objective personal factors explain only 3% (R2=0,030) of the work life conflict
where only marital status (β=0,154, p<0,01) significantly explains work life conflict.
Partial analysis shows that the highest levels of work life conflict experience divorced
participants (X=2,87, SD=1,15) and married ones (X=2,82, SD=1,05) compared to
participants who reported that they are not in a relationship (X=2,39, SD=1,10).
When objective organizational factors entered regression analysis in the second step
change in the variance of work life conflict was 17,3%. In other words, objective
personal and organizational factors explain 20,3% (R2=0,203) of variance for the
work life conflict variable. In the second regression model marital status (β=0,126,
p<0,01), organizational size (β=-0,119, p<0,05), development of work life balance
policies (β=-0,364, p<0,01) and number of work life balance policies (β=-0,115,
p<0,05) show as significant predictors of work life conflict. Highest work life
conflict was reported by divorced participants from small organizations that have no
work life balance policies in their organizations.
Second hierarchical regression analysis was calculated to explore how objective

personal and organizational factors predict life work conflict. Results of the
calculation are presented in the Table 25.
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Table 25. Hierarchical Regression Analysis for LWC

95
Objective personal factors explain only 4,3% (R2=0,043) of the variance in the
life work conflict scale result. Objective organizational factors add only 1,1% of
explanation which is then 5,4% (R2=0,054) of the variance explained. In both of the
models of regression analysis age (β1=-0,269, p<0,01; β2=-0,247, p<0,01) and work
experience (β1=0,154, p<0,01, β2=-0,154, p<0,01) show as significant predictors. In
other words, younger work professionals with fewer years of working experience
have the highest levels of life work conflict.
Following table summarizes the results of the hypotheses tested in the Research
Model 1 (Table 26).
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Table 26. Results of Hypotheses Testing for Research Model 1

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4.2. Research Model 2: Impact of Subjective Factors on WLC
In order to test proposed relationships in the Research Model 2, structural equation

modeling was applied using AMOS 21.0.0. All latent variables had multiple indicators
in order to establish objectivity and better measurement. Figure 10 pictures structure
model with used variables and corresponding hypotheses translated into testable
statistical structures. Goodness of fit indexes, reported in the previous chapter of
this dissertation, indicate an acceptable fit for this model (χ2=408,17; DF=221; χ2/
DF=1,85; CFI=0,95; TLI=0,94; and RMSEA=0,05).
Figure 10. Covariance Structure Model for Research Model 2
Measurement model and the estimated paths are presented in the Figure 11. As
estimated, structural equation modeling shows that subjective personal variable self-
esteem and also subjective organizational variables (workload, time spent working,
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employee control over job, and perception of presence of work life balance policies)
are statistically connected with work life conflict.
Figure 11. Results of Structural Equation Model in the Research Model 2
NOTE. **=p<0,001; *=p<0,05

99
According to the measures, we can conclude that all of the five hypotheses are
supported. Self-esteem showed as a significant predictor of work life conflict (β=-
0,161, p<0,01) meaning that lower self-esteem brings higher levels of work life
conflict. Hence, Hypothesis 10 is supported. Hypothesis 11, proposing that employees
reporting higher levels of workload will have higher work life conflict than those who
report lower workload, proved to be correct (β=0,392, p<0,01). The perception that
an employee spent more than 8 hours per day enhances levels of work life conflict
(β=0,401, p<0,01) statistically significant and the result confirms Hypothesis 12.
Results also show that employees reporting lower levels of control over work have
higher work life conflict (β=-0,121, p<0,01) which supports Hypothesis 13. The
perception that an organization did not develop work life balance policies affects
work life conflict negatively (β=-0,232, p<0,01) supporting the Hypothesis 14.
These five predictor variables explain 40% of the work life conflict variance.
Summary of hypotheses and results is presented in the Table 27. Higher levels of
work life conflict are found among the employees who report working longer hours
with high workload and perceive lower control over time schedules. Additionally,
higher levels of work life conflict are reported among the employees with low self-
esteem who perceive that their organizations did have developed work life balance
policies.
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4.3. Research Model 3: Impact of WLC on the Organizational Commitment
Figure 12 pictures covariance structure model with used variables and created latent
constructs. Corresponding hypotheses presented earlier are translated into testable
statistical structures. Goodness of fit indexes, reported in the previous chapter of
this dissertation, indicate an acceptable fit for this model (χ2=270,01; DF=127; χ2/
DF=2,13; CFI=0,96; TLI=0,95; and RMSEA=0,06).
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Figure 12. Covariance Structure Model for Research Model 3
The measurement model and the estimated paths are presented in the Figure 13.
Results show some significant direct paths but also mediating effects of variables in
the model.
102
Figure 13. Results of Structural Equation Model in the Research Model 3
NOTE. **=p<0,01
Consistent with Hypothesis 15 work life conflict was positively related to job stress
(β=0,751, p<0,01). Contrary to the Hypotheses 16, there was no significant correlation
between work life conflict and job satisfaction (β=0,122, p>0,05). Hypothesis 17
is adopted because job stress negatively influenced job satisfaction (β=-0,421,
p<0,01). Work life conflict and organizational commitment were not statistically
correlated (r=0,091, p>0,05) causing Hypothesis 19 to be accepted. Job stress and
organizational commitment were not related (β=-0,030, p>0,05), and Hypothesis
20 was not supported. Job satisfaction is positively correlated with organizational
commitment (β=0,761, p<0,01), and Hypothesis 21 is accepted.
To test for mediation effect in Hypotheses 18 and 22, the procedures of Mathieu and
Taylor (2006, as cited in Dorner, 2012, p. 45) were followed. „In order to correctly
report on the mediation effects it was checked: (1) whether there is a significant
relationship between independent and dependent variables; (2) whether the
relationship between independent and mediator variables is significant; (3) whether
there is a significant relationship between mediator and dependent variables; and
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(4) whether the relationship between independent and dependent variables becomes
less or non-significant when the influence of the mediator is controlled” (Dorner,
2012, p. 45). Since all four conditions were met for both tested mediation relations,
indirect effects from independent to dependent variable via mediator were calculated
to check the size of the mediation effect.
Results show that job stress is a good mediator between work life conflict and job
satisfaction. When job stress enters as a mediator the relationship between work life
conflict and job satisfaction becomes insignificant (β=0,122, p>0,05) compared to
the correlation that was significant before (r=-0,161, p<0,01). Direct effect (without
mediation effect of job stress) of work life conflict on job satisfaction is β=0,122
(p<0,01) and indirect effect is β=-0,315 (p<0,01). This direct effect is lower than
indirect effect proving significant mediation.
Job satisfaction is also a good mediator between job stress and organizational
commitment whereas relationship between job stress and organizational commitment
becomes insignificant (β=-0,030, p>0,05) compared to previous correlation (r=-
0,301, p<0,01). The direct effect of job stress on organizational commitment is lower
(β=-0,030, p>0,05) than indirect effect (β=-0,319, p<0,01) proving job satisfaction
mediates the relationship between job stress and organizational commitment.
In order to verify the significance of the tested mediations Sobel test (Baron &
Kenny, 1986) has been calculated. Job stress (t-value=4 900, p=0,000) mediates the
relationship between work life conflict and job satisfaction statistically significant.
Also, job satisfaction (t-value=5 590, p=0,000) mediates the relationship between
job stress and organizational commitment significantly.
In order to better visualize all of the results, summarized data are presented in the
Table 28.
104

105
5. Conclusion
5.1. Objective Factors as Predictors of WLC and LWC
Part of the dissertation dealt with objective antecedents of work life conflict and life
work conflict in Croatia. Hypotheses were prepared from previous research, and it
was hypothesized that work life conflict and life work conflict could be predicted
based on socio-demographic variables (e.g. gender, age, education, etc.). It was also
hypothesized that objective variables connected to the organization (e.g. size of the
organization, level of the organization, etc.) will help predicting work life conflict
but not life work conflict.
Concerning the research questions in the dissertation, the present study supports
several hypotheses. Work life conflict related more to work variables and life work
conflict related more to family variables, which was in line with some previous
research (e.g. Grandey & Cropanzano, 1999).
5.1.1. Theoretical Implications
The present study makes a contribution to the work-family literature oriented in

explaining work life conflict. Results for work life conflict scale (X=2,72, SD=1,10)
on the overall sample show that work is affecting life more than life has an impact
on work (X=1,64, SD=0,64). These results are comparable to research conducted
in Croatia (Musura et al., 2013; Sverko et al., 2002) or elsewhere (e.g. Frone et al.,
1992; Gutek et al., 1991; Frone et al., 1997; Williams & Alliger, 1994).
In attempt to predict work life conflict based on objective personal factors, only 3% of
the variable is explained where marital status (β=0,126, p<0,05) shows as significant
predictor. Results show that work life conflict is much better explained when
objective organizational factors are put into the calculation. In total, organizational
factors explain 17,3% of variance, and size of the organization (β=0,119, p<0,05),
number (β=0,115, p<0,05) and development of work life balance policies (β=0,364,
p<0,01) show as significant predictors.
Prior research including gender as a predictor of work life conflict did not show
conclusive results. Some researchers showed that men are more prone to work life
conflict than women (Carlson & Perrewé, 1999; Loscocoo 1997; OECD, 2011)
while others showed women were more prone to work life conflict (Doble &
106
Supriya, 2010; Robinson & Godbey, 1997). There were numerous research showing
no gender difference in experiencing work life conflict (Ansari, 2011; Eagle, Miles
& Icenogle, 1997; Rajadhyaksha & Velgach, 2009; Rice et al., 1992; Wesley &
Muthuswamy, 2005).
Research conducted in Croatia showed women were reporting higher levels of

work life conflict because of higher levels of education when compared to men
(Mihovilovic, 1975) but females were mostly staying at home and raising children
(Obradovic & Cudina-Obradovic, 2009). Some newer research showed that the
importance of work grew in women life and started causing work life conflicts
(Jelusic & Maslic Sersic, 2005; Obradovic & Cudina-Obradovic, 2009).
Even though present research hypothesized that gender differences will prove to
be a significant predictor of work life conflict levels, results did not support this
hypothesis. Although women (62%) were more presented in the sample than men
(38%), the sample was homogeneous on some other levels as well. Research sample
targeted the population of young working professionals with controlling the job
position and full-time working hours. Respondents were mostly in a relationship
(39%) or available (35%), and only one-half of the sample was starting their families,
namely being married (23%). Thus, this indicates that most respondents did not have
children and that family obligations in this sample are similar for both men and
women. Consequently, for both genders job obligations have a similar impact.
Age needs to be perceived as a significant predictor of work life conflict. It is

considered that older workers developed coping techniques that helped them cope
with stress and conflicts (Lee & Ashforth, 1993), and younger workers report higher
levels of work life conflict than older (Fuß et al., 2008). Younger women report
higher levels of work life conflict than younger men, but results are comparable
to later stages of life (Higgins et al., 1994). Present research hypothesized that age
subgroups in the present sample will show different levels of work life conflict.
Results showed that younger workers experienced higher levels of work life
conflict, but these differences were not significant. It is important to note that in the
present sample workers older than 36 represented around 10% of the sample. Thus
insignificant age differences could be attributed to low standard deviation in age
range. It can only be speculated that if this research had been conducted on a larger
number of young professionals, some significant differences could have been found.
The marital status showed as significant predictor in the present research because
107
married young professionals (23%) reported significantly higher levels of work

life conflict compared to other subsamples. Given results are in consistency with
the previous research. Nomaguchi (2006) presented results of two longitudinal
national surveys showing that in the period from 1977 to 1997 levels of work life
conflict increased among working parents. This can be compared to meta-analysis
that indicated that when participants were parents greater differences emerged than
in the general population (Byron, 2005). Michel et al. (2011, p. 700) concluded
that „individuals who are married and/or have children are often suggested to have
more family role responsibilities”. Compared to men, married professional women
reported more work life conflicts (Aryee, 1992; Byron, 2005).
Homogeneity of the sample also impacted insignificance of work experience in

predicting the work life conflict. Higher levels of job experience with better coping
strategies and flexibility bring lower levels in work life conflict (Michel et al., 2011).
Employees with less years of job experience may be required to work night shifts or
weekends (Lambert et al., 2004) which can cause higher levels of work life conflict
(Dobrotic & Lakalija, 2009). Similar results were found in the sample of Croatian
companies proving that longer working hours associated with less experience had an
impact on work life conflict (Sverko et al., 2002).
In the present research, respondents were rather homogeneous when it comes to age,
level of the organization and education. This explains why job experience did not
show as a significant predictor of work life conflict. Most of the individuals were up
to 30 years of age (49%), and working on a middle-level positions (44%). Almost
half of them had BA (49%) level of education.
As hypothesized, organizational size showed as important factor when predicting

levels of work life conflict. In the present research higher levels of work life conflict
were predicted by employees from smaller organizations. This can be explained by
greater time to socialize in bigger organizations (Zahrly & Tosi, 1989) and also greater
promotional opportunities in bigger organizations (Wallace, 1997). Supervision and
flexibility of work, more present in larger organizations, give employees perception
of control and lowers levels of work life conflict (Clark, 2002).
Although it was expected that position in the organization would be connected

with levels of work life conflict, results did not support this hypothesis. Results
showed no significant differences between employees on different levels of the
organization when it comes to work life conflict. Previous research shows that
108
higher job involvement and less schedule flexibility is related to higher levels of
work life conflict (Hammer et al., 1997). Both characteristics of jobs are associated
with higher levels of organizations. Present research included mostly respondents
from middle-level positions (44%) working in middle size organizations (39,5%)
or small size organizations (37,6%). This gave less variation in sample causing
similar levels in work life conflict. Only 13% of the sampled employees had top
management positions.
Previous research has showed that the use of work life balance initiatives causes
lower levels of work life conflict among employees (Webber et al., 2010). In a
research conducted by Voydanoff (2004) time based family support policies (parental
leave and time off for family) and work life organizational support (supportive work
life culture and supervisor work life support) showed negative association with work
life conflict. Recent study on work life conflict and life work conflict on Croatian
sample showed that 29% of the variance can be explained by predictor variables out
of which a significant one is the existence of work life policies (Musura et al., 2013).
In the present research, as expected, number of work life balance policies was
negatively correlated with work life conflict. The more work life balance initiatives
organizations had, the lower were the levels of work life conflict.
Thompson et al. (1999) speculated that reaping the benefits of a reduction in work
life conflict, requires more than just the implementation of policies and programs.
Employees need to perceive that organization cares about them and that there is a
possibility to have balance in life (Kossek et al., 2006). In the present conducted
research, only presence of work life balance initiatives showed the impact on the
work life conflict. Higher levels of work life conflict were recorded from employees
working in organizations without work life balance initiatives.
Parallel to predicting work life conflict, this present research aimed to predict levels
of life work conflict and compare the results. As expected, used predictor variables
predicted less variance of life work conflict variable than the variance of work life
conflict. Only 5,4% of life work conflict results is predicted by objective personal
and objective organizational variables. Participants’ age (β=-0,247, p<0,05) and
work experience (β=0,154, p<0,05) show as significant in predicting levels of life
work conflict.
To summarize, the sample of younger working employees in Croatia, levels of work

109
life conflict can be predicted by marital status, the size of the organization, number
and development of the work life balance policies. Objective organizational variables
are more successful and correlate more with work life conflict. On the other hand, a
level of life work conflict in younger Croatian employees is harder to predict. Out of
all the used predictors, only age and work experience showed statistically significant
results whereas higher levels of life work conflict had younger and more experienced
employees.
5.1.2. Implications for Practice
As previously found by various other researchers in the USA and Asia, work life
conflict is more present for Croatian employees than life work conflict thus implies
that organizations working in Croatia should think about its consequences on the
workers performance.
The present study showed that in Croatia objective organizational variables (17,3%)
better predict levels of work life conflict in young professionals than objective
personal variables (3%). Organizations can play a significant role in lowering work
life conflict among their employees with their organizational culture and practices.
Among explored socio-demographic variables, gender did not prove to be

significant. It seems that younger female and male employees perceive work life
conflict similarly. Thus, organizations need to target both younger male and female
employees with their good practices to ensure lower levels of work life conflict
for all workers. Although the levels of work life conflict might be the same, it is
important not to forget that male and female employees might have different needs
and employer’s approach needs to adapt to their needs.
Additionally, other demographic variables might be better predictors, and one of

them might be age. Although age has not proven to be significant, research data
shows that younger employees do report higher levels of work life conflict than
older employees. Having orientation for younger employees and available mentors
or peers could help lower work life conflicts levels and thus improve performance.
Regardless of gender, marriage seems to bring much of the obligations in the private
life thus it showed as a significant predictor of work life conflict. Keeping this in
mind and allowing some job flexibility for married employees might improve work
culture and significantly lower work life conflict in the organization.
110
Next to objective personal variables, objective organizational variables are better

in predicting or lowering levels of work life conflict. Keeping married and other
employees happier and with lower levels of stress can be obtained with work life
balance policies in the organization.
Present research shows that number of work life balance policies correlates
negatively with work life conflict. Having only one work life balance policy or two
does not pay off as having a significant number of policies where each employee can
find what better suits him or her. It is also important to come up with organizational
models that are capable of supporting an adequate balance between work and family,
intervening for instance in workloads and work pace (Cortese et al., 2010).
Additionally, managers need to be more sensitive to stress and conflicts among

employees in smaller than bigger organizations. It seems that employees feel more
obligations and work burden in smaller organizations thus the personal relationship
with reporting manager and peers might pay off and lower the level or possibility of
work life conflict.
5.2. Subjective Factors as Predictors of WLC
Additionally to objective factors, this dissertation also examined whether work

life conflict can be predicted by subjective personal and subjective organizational
factors. Hypotheses were drawn from previous research and it was expected that
individuals with low self-esteem who perceive that their companies do not have
developed work life balance policies, who work long hours and who perceive high
workload will have higher levels of work life conflict. Structural equation modeling
of survey responses collected from full-time working professionals in Croatia yields
interesting results.
This research brings two major contributions. First, findings of this research
contribute to the existing theory by adding additional model for explanation of
work life conflict. The second contribution of this present research is that this study
provides support for the Conservation of Resources Theory in the context of work
life conflict. Those two major contributions will be explained in more detail.
The results provide support for the notion that models of work life conflict should
111
consider predictive power of self and perception of environment as suggested in

different meta-analytic studies (Eby et al., 2005; Michel et al. 2011; Parker & Hall,
1992). Consistent with the prior scarce research (e.g. Grandey & Cropanzano, 1999;
Nikandrou et al., 2008) in this dissertation self-esteem was found to be negatively
connected with work life conflict. As expected, employees with higher self-esteem
reported lower levels of work life conflict.
The research model also studied effects of perception of workload, time, employee
control and development of work life balance policies answering the call by Eby
et al. (2005) that more research needs to inspect in which way perception of job
environment affects levels of work life conflict. In line with the Conservation of
Resources Theory, it was expected that the loss of resources, such as loss of control
or precious time, will cause higher levels of work life conflict.
Workload demands were found significant in predicting work life conflict reported
by Voydanoff (2004). The workload was also positively correlated with work life
conflict in some other research (Kelly et al., 2014; Kim & Ling, 2001; Wallace,
1999). So it was not surprising that amount of workload predicted the amount of
reported work life conflict among the respondents in the present research as well.
What comes as no surprise, research exploring effects of workload concludes

that people working longer hours are more prone to work life conflict (Aiswarya
& Ramasundaram, 2011; Gutek et al., 1991; Netemeyer et al., 1996; White et al.,
2003). In the present research results showed expected relationship proving that time
is a valuable resource and when taken into account affects work life conflict.
Present research also included employee control speculating, based on the previous
research (e.g. Clark, 2001; Hammer et al., 1997; Hill et al., 2001; Loscocco, 1997;
Michel et al., 2011), that it will be correlated with work life conflict. Results showed
that employees who perceived having better control over job reported lower levels
of work life conflict.
Few of the previous researchers analyzed how the perception of having work life
balance policies affects work life conflict (e.g. Allen, 2001; Forsyth & Polzer-
Debruyne, 2007; Thompson et al., 1999). As in the present research, the positive
perception that organizations value employees through enabling different work life
balance policies helps lowering work life conflict.
112
As mentioned, the second contribution of this present research is that it provides

support for the Conservation of Resources Theory in the context of work life conflict.
This theory can „instruct how resources, once discovered, might operate and how
resources in general sense contribute to stress resistance and coping processes”
(Hobfoll, 2001, p. 361). Present research shows that individuals who preserved
resources named in the five predictor variables indeed report lower levels of work
life conflict.
5.2.2. Implications for Practice
It is believed that core self-evaluations, thus self-esteem, are along with

conscientiousness, the most useful personality in the realm of human performance
(Judge, Van Vianen & De Pater, 2004). Current research inspected relationship
between perception of self-esteem and working environment and result have
implications for managers and human resource managers. These implications are
explained below.
First, the selection process can start targeting new employees with higher self-
esteem since other scholars showed that self-esteem could be good in predicting job
performance (Chang et al., 2014). Second, managers and human resource managers
can lower work life conflicts for current employees by encouraging them and
helping them build their self-esteem. Because self-esteem has correlations with self-
appraisal and motivation (Bono & Colbert, 2005) it also has various implications
on the performance management process that includes goal setting, coaching and
performance appraisal. Setting less challenging or overly challenging goals for
employees with lower self-esteem will not help them get better in organizations.
Additionally, getting negative feedback will be more damaging to individuals
with less favorable views of themselves (Ilies, De Pater & Judge, 2007). On the
other hand, negative feedback has more positive implications for employees with
high self-esteem (Chang et al., 2014). Similarly, employees with high self-esteem
are more likely to perceive performance appraisal as positivistic and as bringing
opportunities to acquire information that can improve performance (Steelman, Levy
& Snell, 2004).
Since the present research showed how perception of workload, working time,
amount of control over work and perception of having work life balance policies
is necessary and predicts work life conflict, managers might consider various
changes on the job site. Assuring help and support in challenging times might give
113
employees sense of ease on the workload and also a sense of being in control. Giving
possibilities of flexible working hours and adapting work life balance policies or
even letting employees select work life balance policies that best suit them and their
needs, can help in lowering work life conflict.
Some changes are already being done by different organizations that are redesigning
jobs to provide employees more autonomy and variety (job characteristics),
providing different policies and benefits (work life balance policies and benefits),
providing social support (supervisors or management support) and developing
family friendly organizational culture (Baral & Bhargava, 2010). If organizing
work life balance policies to be more flexible and appealing to a broader number of
employees, organizations can build a more inclusive workplace and may enhance
perceived organizational support (Casper et al., 2007). It seems that these changes
positively affect outcomes, job satisfaction, level of commitment and engagement
(Allen, 2001; Kossek & Ozeki, 1998; Thomas & Ganster, 1995; Thompson et al.,
1999).
5.3. Consequences of WLC on Organizational Commitment
Despite some previous research that showed no relationship between work life
conflict and organizational commitment, in this dissertation it was examined if the
organizational commitment can be predicted with work life conflict via mediation
effects. Based on some previous research and Conservation of Resources Theory
it was hypothesized that work life conflict will indirectly affect organizational
commitment via mediation effects of job stress and job satisfaction. Structural
equation modeling of survey responses showed interesting results supporting
hypotheses and used theory.
Theoretical implications of this present study are twofold. First, the study
demonstrates that the connection between work life conflict and organizational
commitment cannot be inspected without mediating effects of job stress and job
satisfaction. Second, results of the study support the Conservation of Resources
Theory.
Previous research using different meta-analyses showed no connection between

work life conflict and organizational commitment (Amstad et al., 2011; Kossek &
114
Ozeki, 1999) or reported small correlations in previous research studies (Allen et

al., 2000). Scholars thus called for additional models to explore and explain the
relationship.
Although it was considered that work life conflict is a consequence of job stress,
some newer studies proved that long term work life conflict causes job stress (Allen
et al., 2005; Eby et al., 2000). Work life conflict also correlated with job satisfaction
(e.g. Allen et al., 2000; Carr et al., 2008; Rathi & Barath, 2013; Siegel et al., 2005).
Regardless of the reported correlations, significant number of papers stated these
correlations were rather small (Cortese et al., 2010; Munir et al., 2012; Wright et
al., 2014).
Following the Conservation of Resources Theory stating that work life conflict
consumes resources which then leads to negative outcomes and following previous
scholars who conducted research on work life conflict, job stress and job satisfaction
(Beutell, 2010; Grandey, Cordeiro & Michael, 2007; Judge et al., 2006) this research
model extracted hypotheses. These hypotheses also found some evidence in works of
different scholars. Allen et al. (2000) speculated that third variable might mediate the
relationship between work life conflict and job satisfaction. Anderson et al. (2002)
showed work life conflict being more correlated with job stress than job satisfaction.
Additionally Bedeian et al. (1988) reported insignificant relations between work life
conflict and job satisfaction but significant correlations between work life conflict
with job stress, and significant correlations between job stress with job satisfaction.
For the present research correlation matrix showed significant correlations of work
life conflict with job stress (r=0,651, p<0,01) and job satisfaction (r=-0,161, p<0,01).
Work life conflict was not correlated with organizational commitment statistically
significant (r=0,091, p>0,05).
Higher levels of work life conflict caused job stress (β=0,751 p<0,01). Research also
showed that job stress caused lower levels of job satisfaction (β=-0,421 p<0,01).
In the present research, work life conflict correlated with job satisfaction significantly
(r=-0,161, p<0,01) but when job stress was included as mediator this correlation
became insignificant (β=0,122, p>0,05). This direct effect of work life conflict to
job satisfaction became lower than indirect effect via job stress (β=-0,315, p<0,01).
Job stress mediated the relationship between work life conflict and job satisfaction.
It seems that work life conflict causes job stress that then lowers job satisfaction
115
in employees. This finding then might explain why some researchers found no
statistically significant correlations between work life conflict and job satisfaction.
Nevertheless, it seems job satisfaction is consequence of some other unexplored
variables since the correlation of work life conflict and job stress only explains 11%
of the variance in job satisfaction.
As the Conservation of Resources Theory claims that once individuals lost resources
(e.g. time, social support, work life balance policies) they develop negative emotions
(e.g. job stress) that can lead to different experiences (e.g. lower job satisfaction,
depression, etc.). The reaction is to minimize the loss of recourses (Grandey &
Cropanzano, 1999) which possibly leads to lower organizational commitment or
performance and also intention to leave the job.
As expected, higher levels of job satisfaction bring better organizational commitment

(β=0,761, p<0,01). Although job stress was correlated with organizational
commitment (r=-0,300, p<0,01), in the structural equation model this path was not
significant (β=-0,030, p>0,05).
The relationship between job stress and organizational commitment was mostly
mediated by job satisfaction (β=-0,319, p<0,01). Because this indirect effect was
bigger than direct impact on job stress to organizational commitment (β=-0,030,
p>0,05) and Sobel test was significant (t-value=5 590, p=0,000) we can conclude
that this mediation was significant. Job stress and job satisfaction explained 60% of
the variance in organizational commitment. It seems that job stress causes lower job
satisfaction that then causes lower organizational commitment.
Besides supporting results of mediation effects that help explaining the relationship
between work life conflict and organizational commitment, this study also brings
confirmation to the postulated hypotheses of the Conservation of Resources Theory
applied to work life conflict. Hobfoll (2001, p. 355) suggested that „because resource
loss is stressful and because people must invest resources to offset further resources
loss, once initial losses occur, people become increasingly vulnerable to ongoing
loss”. As stressors in the job life drained resources (e.g. time, satisfaction) it causes
job and family dissatisfaction and tension, life distress, and lack of physical health
(Grandey & Cropanzano, 1999) because people started reevaluating the value of the
resources that job provided (Hobfoll, 1989). In the present study, work life conflict
caused lower levels of job satisfaction because of the higher stress and consequently
caused lower organizational commitment. Results in the present research support
116
Conservation of Resources Theory but to be completely confirmed further research

is needed.
5.3.2. Implication for Practice
To retain competent, engaged, and loyal workforce most of the researchers explored
organizational commitment (Currivan, 1999) and ways how to predict successfulness
of the employees. For the long time evidence from different studies gave little
indication to employers of connection between work life conflict and organizational
commitment (e.g. Allen et al., 2000; Amstad et al., 2011; Kossek & Ozeki, 1999).
The fewer number of studies found small and inconsistent correlations (e.g. Amstad
et al., 2011) leaving employers ignoring this relationship.
Findings of this study suggest that work life conflict does affect organizational
commitment but indirectly through job stress and job satisfaction. Managing
complex demands from organizational members hence lowering their work life
conflict does indeed have positive effects on organizational commitment. One can
speculate, due to research analyzing relationship of organizational commitment and
performance, that this improved organizational commitment does have a positive
impact on employee performance (Baugh & Roberts, 1994; Freund, 2005; Hussain
& Mujtaba, 2012; Meyer et al., 1993) and lowers intentions to leave (Ahuja et al.,
2007).
Summary of the research gaps, central research question, specific research questions
and results can be found in the Figure 14.
117
Figure 14. Connection Between Research Gaps and Results
5.4. Limitations and Suggestions for Future Research
Research limitations in this dissertation are related to the methodology of data

collection, tested model, prior postulated assumptions and applied methodologies
in the data analysis.
For all of the research models in this dissertation, data were collected using targeted
sampling (Watters & Biernacki, 1989). In other words, data was collected by
snowball technique relying partially on the informal network of an initial sample
to generate respondents. Even though this technique is used by researchers often
(e.g. Ashforth et al., 2007; Martins et al., 2002; Powell & Greenhaus, 2010), data
representativeness and generalization of the assumptions might be a problem. Not
118
using randomly selected samples from the population might cause selection bias
where individuals with larger networks of friends are more likely to be contacted.
In order to draw more generalized conclusions, future research might use more
representative samples like a random sample or stratified sample.
Generalization of the results is limited to Croatia and maybe not representative

for all of the employees since participants were reached with a use of a snowball
technique. Even though the sample size is sufficient, the way data is collected could
be improved.
One of the limitations of this thesis is also connected with the proposed research
models. Most of the literature investigating work life conflict is based on the USA
and other Western countries (Lu, 2011; Yang et al., 2000) and Asia centered research
(Kossek & Ollier-Malaterre, 2013). This means that work life conflict stays under-
investigated in emerging and underdeveloped countries. Predictors and consequences
of work life conflict are then drawn from already published work. Future research
might put a light on some different variables when exploring predictors and
consequences of work life conflict that were not investigated by previous research
that was USA and Asia centered.
Empirical research on all research models was conducted at the same point in time
so no causal inferences can be drawn for the longer period of time (Cohen et al.,
2003).
In the Research Model 3, a subjective measure of performance was used by

asking participants to evaluate their organizational commitment. Some scholars
raised concerns on this topic, although research has demonstrated that subjective
performance ratings are valid indicators (Wall et al., 2004). Future research on this
topic might test presented models and other hypotheses with a use of objective
indicators for an employee or organizational performance (e.g. rated by workers’
peers or line managers).
Limitations in this dissertation are also connected with multivariate statistics

used. A limitation connected with regression analysis is associated with the time
of measurement (Research Model 1). It is possible that found relationships might
change between variables due to other changes in employees’ life. Future research
might conduct measurement at different points of time in order to exclude this
potential limitation.
119
Self-reporting is another limitation in this dissertation which is connected with a use

of questionnaire as a research tool. Since all of the measures in the questionnaire
were taken at the same time from participants, common method variance3 cannot be
ruled out. It is possible that measures from a different time and provided by other
sources (e.g. line managers or peer employees) might bring different results. Future
research might consider multiple methods (e.g. interviews, observations) or multiple
sources (employee, employee’s boss, employee’s coworkers) in order to get more
objective results.
Constructs used in this dissertation (e.g. WLC, LWC, stress, OC, etc.) applied scales
that were used by others scholars researching topic of work life conflict. Although
all scales showed good validity and reliability results, use of some other scales might
give different results. In case of generalization, future research might use different
scale items for same constructs.
Finally, this dissertation used quantitative methods in the Research Model 1, 2 and
3 when investigating work life conflict. Future research could find more aspects of
work life conflict by using qualitative analytics and maybe better explain in depth
precedents and antecedents of work life conflict in Croatia.
3 Variance that is attributable to the measurement method rather than to the construct of interest
(Bagozzi & Yi, 1991, p. 426)
120
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142
Appendices
Employee Questionnaire 1
1. Does your organization have work life balance policies?
⁪ Yes
⁪ No
2. Estimate the size of the development of work life balance in your

organization.
1 2 3 4 5
Not developed Completely developed
3. Estimate the importance of work life balance in your life.

1 2 3 4 5
Not important Completely important
4. On a scale of 1 (I do not agree at all) to 5 (I agree completely) please

how well does the following apply to you.
143
5. When it comes to work life balance, please estimate how much is your
organization responsible and how much are you responsible.
1 – not 5–
responsible 2 3 4 completely
at all responsible
Responsibility of organization 1 2 3 4 5
My own responsibility 1 2 3 4 5
6. Please estimate how your WORK and WORK obligations affect certain
aspects of your life.
3 – doesn’t affect
1 – affects 5 – affects
2 negatively or 4
negatively positively
positively
Health 1 2 3 4 5
Sleep 1 2 3 4 5
Exhaustion 1 2 3 4 5
Quality of life 1 2 3 4 5
Satisfaction with life 1 2 3 4 5
Quality of relationships 1 2 3 4 5
Work productivity 1 2 3 4 5
Job satisfaction 1 2 3 4 5
7. Please estimate how your PRIVATE life and PRIVATE obligations

affect certain aspects of your life.
3 – doesn’t affect
1 – affects 5 – affects
2 negatively or 4
negatively positively
positively
Health 1 2 3 4 5
Sleep 1 2 3 4 5
Exhaustion 1 2 3 4 5
Quality of life 1 2 3 4 5
Satisfaction with life 1 2 3 4 5
Quality of relationships 1 2 3 4 5
Work productivity 1 2 3 4 5
Job satisfaction 1 2 3 4 5
144
8. Please mark how well different work life balance policies can improve
the balance of work and life.
1 – doesn’t 5–
improve completely
2 3 4
balance at improves
all balance
Flexible working hours 1 2 3 4 5
Tele-working 1 2 3 4 5
Free days (after ending of some project) 1 2 3 4 5
Leaving from work earlier to finish some
1 2 3 4 5
private tasks
Free gym and/or group workout close to
1 2 3 4 5
office
Possibility to work part time in case of
1 2 3 4 5
family crisis
Sharing work with colleagues in the period
1 2 3 4 5
of great pressure
Educative workshops on how to improve
1 2 3 4 5
work life balance
Organized trips for employees 1 2 3 4 5
Support and help from the coach in the
organization in order to solve personal and 1 2 3 4 5
business problems
9. Please check which of the following work life balance policies are
present in your organization.
⁪ Flexible working hours
⁪ Tele-working
⁪ Free days (after ending of some project)
⁪ Leaving from work earlier to finish some private tasks
⁪ Free gym and/or group workout close to office
⁪ Possibility to work part time in case of family crisis
⁪ Sharing work with colleagues in the period of great pressure

145
⁪ Educative workshops on how to improve work life balance
⁪ Organized trips for employees
⁪ Support and help from the coach in the organization in order to solve
personal and business problems
10. Gender 13. Size of the organization
⁪ male ⁪ micro (up to 10 employees)
⁪ female ⁪ small (11-50 employees)
11. Age ⁪ middle sized (51-250

employees)
⁪ to 25 years
⁪ big (more than 250 employees)
⁪ 26-30 years
14. Work experience
⁪ 31-35 years
⁪ up to 1 year
⁪ 36 years and more
⁪ 1-5 years
12. Marital status
⁪ 6-10 years
⁪ single
⁪ 11-15 years
⁪ divorced
⁪ 16-20 years
⁪ in a relationship
⁪ more than 20 years
⁪ married
146
15. Level in management 16. Education
⁪ lower level of the organization ⁪ high school

(I do not manage people)
⁪ BA level
⁪ lower management
⁪ MBA, MA
⁪ middle management
⁪ M.Sc., Ph.D.
⁪ top management
147
Employee Questionnaire 2
JOB SATISFACTION
1. On a scale of 1 (I am completely unsatisfied) to 5 (I am completely

satisfied) please mark how well does the following apply to you.
ORGANIZATIONAL COMMITMENT
2. On a scale of 1 (I completely disagree) to 5 (I completely agree) please

mark how well does the following apply to you.
JOB STRESS
3. On a scale of 1 (nearly never) to 5 (always) please mark how well does

the following apply to you.
148
WORKLOAD

WORK LIFE CONFLICT

149
WORK LIFE BALANCE POLICIES
6. Estimate the size of the development of work life balance in your

organization.
1 2 3 4 5
Not developed Completely developed
7. Estimate the importance of work life balance in your life

1 2 3 4 5
Not important Completely important
8. Please indicate if listed work life balance policies and other

characteristics of job are applied to your organization
150
9. Please indicate which o the following could improve your work life
balance.
(1=would not improve my work life balance at all; 2=would somehow help in
my work life balance, 3=would improve work life balance completely)
SELF-ESTEEM

151
EMPLOYEE CONTROL
11. Please estimate how well you can control listed elements of your job
(1=I cannot control at all, 5=I can completely control)
12. Gender 14. Marital status
⁪ male ⁪ single
⁪ female ⁪ in a relationship
13. Age ⁪ married
⁪ 20-30 years ⁪ divorced
⁪ 31-40 years ⁪ widower
⁪ 41-50 years 15. If you have children, please

specify the number ______
⁪ 51-60 years
⁪ 61 and more
152
16. Education 19. Please estimate your daily

working hours for the previous
⁪ high school month.
⁪ BA level ⁪ up to 4 hours
⁪ MBA, MA ⁪ 4 to 8 hours
⁪ M.Sc., Ph.D. ⁪ 8 to 9 hours
17. How many years do you work ⁪ 9 to 10 hours

on a current position? _______
⁪ more than 10 hours
18. How many years of work
experience do you have? 20. Size of the organization
⁪ up to 1 year ⁪ micro (up to 10 employees)
⁪ 1-5 years ⁪ small (11-50 employees)
⁪ 6-10 years ⁪ middle sized (51-250

employees)
⁪ 11-15 years
⁪ big (more than 250 employees)
⁪ 16-20 years
21. Level in management
⁪ more than 20 years
⁪ lower level of the organization
(I do not manage people)
⁪ lower management
⁪ middle management
⁪ top management
153
Definitions
Behavior-based work life conflict. „Occurs when behaviors transferred from one
domain, such as behavioral habits and role expectations, hinders role performance
in the other domain” (Michel et al., 2011, p. 691).
Compensation theory. Explains that „contention that the work situation is likely to
be deficient in need fulfillment, a least in some aspect, for most workers and that
they will compensate for these deficiencies in their choices of leisure and family
activities” (Staines, 1980, p. 111).
Conflict theory. Different roles people assume (e.g. parents, single parents) have an
impact on the expectations for different organizational and personal roles. This
happens because of the various demands of time, attention and commitment to
perform (Pickering, 2006). Conflict theory postulates that „the work and family
domains are incompatible resulting from different norms and requirements”
(Burke, 1986, as cited in Michel et al., 2011, p. 698).
Congruence theory. This theory explains that perceptions of work and family are
generated by the third variable (e.g. positive affect). This variable then acts as a
common denominator and has impact on both work and life and acts (Edwards &
Rothbard, 2000, p. 182).
Conservation of Resources Theory. The model’s basic tenet is that people „strive
to retain, protect, and build resources and that what is threatening to them is
the potential or actual loss of these valued resources” (Hobfoll, 1989, p. 513).
Meaning that the „individuals are motivated to protect their current resources
(conservation) and acquire new resources” (Halbesleben et al., 2014, p. 1335).
Family. Term “family” presents „all aspects of an individual’s personal life,
involvements and commitments, both at home and in the community that a person
has outside his or her employment” (Rapoport & Bailyn, 1996, p. 15).
Employee control over job. Employee control over work (e.g. time when they will
start a job, how many hours they will work) becomes a construct that needs to
be understood better. Bianchi and Milkie (2010) speculate that resources such as
work flexibility may not even be in use by most of the organizations.
External locus of control. Employees who have a lower result on the scale (externals)
believe that whatever energy they invest in some work will not help them with the
result since in their own belief some other factors, such as destiny and chance, are
influencing their lives (Rotter, 1966, Spector, 1988).
Life work conflict. Can be defined as „a form of inter-role conflict in which the
general demands of time devoted to and strain created by the family interfere with
performing work-related responsibilities” (Netemeyer et al., 1996, p. 401).
Locus of control. „Locus of control pertains to the common, cross-situational beliefs
people hold that determine whether they obtain positive or negative results in their
lives” (Rotter, 1966, as cited in Hsu, 2011, p. 236).
154
Internal locus of control. Persists if „the person perceives that the event is contingent
upon his own behavior or his own relatively permanent characteristics, we have
termed this a belief in internal control” (Rotter, 1966, p. 1).
Job autonomy. The high „control over how one’s daily work is organized” (Steiber,
2009, p. 477).; „having freedom in regards to your job and its responsibilities can
lessen the extent to which work conflicts with the demands of the family” (Michel
et al., 2011, p. 699).
Job satisfaction. Job satisfaction can be defined as „a pleasurable or positive
emotional state resulting from the appraisal of one’s job or job experiences”
(Locke, 1976, p. 1304).
Job stress. Job stress is defined „as something in the work environment that is
perceived as threatening or demanding; or is something in the workplace which
gives an individual an experience of discomfort” (Stanton et al., 2001, as cited in
Bell et al., 2012, p. 27).
Job stressors. Can be explained as job elements such as „pooled (at the sample level)
conflict, ambiguity, overloads, and/or time demands of the work domain” (Michel
et al., 2011, p. 694).
Objective organizational factors. Factors or variables connected with specific
information about the organization such as organizational size, levels of
organizations, presence of work life balance policies, etc.
Objective personal factors. Factors or “variables connected with the participants’
external individual variables, such as gender, family life, children, etc”. They are
often called demographic characteristics as well (Musura et al., 2013, p. 45)
Organizational commitment. Degree „to which people are likely to remain with the
organization and to work toward organizational goals” (Mowday et al., 1982, p.
19); “The tendency of individuals to engage in consistent lines of activity because
of the perceived cost of doing otherwise” (Becker, 1960, p. 33).
Organizational experience. Term is „defined by years of experience in one
organization, can lead to greater flexibility at work and cause lower levels of work
life conflict” (Michel et al., 2011, p. 693).
Role conflict. The term „refers to the extent to which an individual experiences
incompatible role pressures” (Michel et al., 2011, p. 693); „the simultaneous
occurrence of two (or more) sets of pressures such that compliance with one would
make more difficult compliance with the other” (Kahn, 164, p. 19).
Role theory. Role theory is standing on „the premise that every individual has a number of
roles, which include roles at work and outside of work” (Hsieh & Eggers, 2010, p. 40).
Self-concept. Self-concept is the result of the reflexive activity between the self and
the social environment (Byrd-Poller, 2013).
Self–esteem. Term self-esteem presents „the totality of the individual’s thoughts and
155
feelings with reference to himself as an object” (Rosenberg, 1979, p. 8). Self-

esteem can also be explained as „a personal characteristic considered a resource
that can buffer one against stress” (Grandey & Cropanzano, 1999, p. 352).
Spill-over theory. According to the theory of spill-over „workers experience on the
job carry over to nonwork domain, and possibly vice versa” (Staines, 1980, p.
111).
Strain-based work life conflict. „Occurs when increased stress or tension in one
domain, such as role ambiguity or role overload, hinders role performance in the
other domain” (Michel et al., 2011, p. 691).
Subjective organizational factors. Employee’s perception of work-related issues
such as the amount of workload, the longevity of working hours, employee control
over the job, the perception of the usability of work life balance policies.
Subjective personal factors. Individual factors connected with self-concept as the
result of the reflexive activity between the self and the social environment (Byrd-
Poller, 2013). Some of them are the locus of control, self-efficacy, self-esteem,
etc. (Musura et al., 2013).
Time-based work life conflict. This type of conflict „occurs when time or attention
allocated to one domain, such as work schedule inflexibility and work or family
time demands, hinders role performance in the other domain” (Michel et al.,
2011 p. 691); may occur when work time cuts into family time and individuals
must therefore devote additional time to the family domain to preserve their
relationships and maintain their valued role as a family member” (Crain et al.,
2014, p. 12).
Workload. Amount of work person receives at job or term “workload” can be
explained as a „perception of number of weekly hours spent working” (Musura
et al., 2013, p. 59).
Work life conflict. WLC can be explained as a „form of inter-role conflict in which
the role pressures from work and family domains are mutually incompatible in
some respect, that is hat is, participation in the work (family) role is made more
difficult by virtue of participation in the family (work) role” (Greenhaus and
Beutell, 1985, p. 77); a form of inter-role 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)
Work life balance. The term shows balance or equilibrium between the roles of work
and roles outside of work. It is defined as „a satisfaction and proper functioning at
work and home with minimum role conflict” (Clark, 2001, p. 349).
Work life balance policies. According to Musura et al. (2013) these work life balance
policies usually include flexible work hours, care assistance, leave provision and
other work life balance policies (Smith & Gardner, 2007) and are contributing to
job satisfaction, job motivation and also job dedication (Brummelhuis & Van der
Lippe, 2010).
156
Curriculum Vitae
Mirna Korican Lajtman
Education
Ph.D. in Business Administration

2011-2016
University of St. Gallen (HSG), Switzerland
International Faculty Program

2009-2009
IESE, University of Navarra, Spain
General MBA Program

2008-2009
Zagreb School of Economics and Management, Croatia
Master of Arts in Psychology

1998-2003
Hrvatski studiji, University of Zagreb, Croatia
Professional Experience
Professor
2003-present
Zagreb School of Economics and Management, Croatia
Visiting professor
2016-present
St. Ambrose University, USA
Visiting professor
2012-2015
ESB Business School, Reutlingen University, Germany
Visiting professor
2013-2013
International Business School, Vilnius University, Lithuania
Expert in Training, Research and Awareness Rising

2010-2011
Ministry of Health and Social Welfare, Croatia
Visiting Scholar
2008-2008
St. Ambrose University, USA
Visiting Scholar
2006-2006
John Carroll University, USA

Impact of personal and organizational factors on work-life conflict and employee commitment

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Impact of personal factors on the work life conflict and its co-influence with

organizational factors on employee commitment in Croatia

Mirna Korican Lajtman

Approved on the application of

Prof. Dr. Li Choy Chong

Prof. Dr. Martin Hilb

Dissertation no. 4529

St. Gallen, May 30, 2016

Prof. Dr. Thomas Bieger

Aditionally, I would like to thank my colleagues and friends at Zagreb School of

Zagreb, July 2016 Mirna Korican Lajtman

OVERVIEW OF THE CONTENT

3.2. Research Model 2: Impact of Subjective Factors on WLC 66

This dissertation explores a more holistic model of antecedents and consequences

Diese Dissertation versucht, verschiedene Forschungslücken zu schließen. So waren

Die vorliegende Dissertation verwendet ein ganzheitliches Modell, um die

Figure 1. Three Groups of Trends Affecting Workplace

Source: adapted from Naithani and Jha (2009, p. 70).

Additionally, today’s workplace differs greatly when compared to workplace of

1.2. Research Deficits and Central Research Question

1.2.1. Prediction of Work Life Conflict

A rather small number of research has examined how individual differences in

scholars were mostly focused in exploring objective characteristics of work life

A better understanding how personal variables and perception of the working

1.2.2. Work Life Conflict and Organizational Commitment

Although objective performance is hard to measure, many scholars researched job

weighted mean correlation of work life conflict and organizational commitment

1.2.3. Centralization of Work Life Conflict Research

1.2.4. Central Research Question

Table 1. Research Gaps and Sources from the Literature

Source: compiled by the author

(3) to focus on the employees in post-socialist Croatia since very little

Research Model 2 explores the impact of subjective personal and subjective

Research Model 3 examines can organizational commitment be predicted by work

Figure 2. Specific Research Questions by Research Models

Source: developed by the author

Figure 3. Connection Between Research Gaps and Research Questions

Source: developed by the author

1.3. Methodological Approach

Source: developed by the author

1.4. Academic and Practical Relevance

Finding connections among variables connected to self (e.g. self-esteem),

Figure 5. Benefits of the Work Life Balance

Source: adapted from Dunne and Teg (2007, p. 30)

Can we prevent work life conflict in employees by understanding how

Can pre-selection of employees for higher level positions on the basis of

Can organizational commitment, as a factor of performance, be predicted by

1.5. Structure of the Dissertation

Chapter 1 explains problem orientation of the dissertation focusing on the research

Chapter 3 explains the methodology of the dissertation informing about the

2.1. Work Life Conflict and Life Work Conflict

2.1.1. Antecedents of Work Life Conflict and Life Work Conflict

2.1.1.1. Objective Personal Factors

H1a: Men will report higher levels of WLC then women.

H1b: Women will report higher levels of LWC then men.

Following hypotheses for the Research Model 1 were developed:

Accordingly, it is hypothesized that married professionals will have higher levels of

Job experience and organizational experience (years of experience in one

H4a: Inexperienced employees will report higher levels of WLC compared to

H4b: Experienced employees will report higher levels of LWC compared to

Association between objective personal variables, sometimes also called

conflict or life work conflict.

2.1.1.2. Objective Organizational Factors