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Longitudinal profiles of work-family interface: Their predictors and implications for onsite and remote workers
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International audience. Research Goals. Remote work and work-family (im)balance have become a concern for many individuals as a result of the Covid-19 pandemic and the inherent lockdowns (Kniffin et al., 2021). In this context, the present study sought to explore distinct configurations, or profiles, of work-family dimensions (work-to-family conflict, work-to-family enrichment, family-to-work conflict, and family-to-work enrichment) and to examine the within-person and within-sample stability of these profiles over a period of three months. We also considered the role of individual orientations (work passion and work centrality) and organizational characteristics (challenge and hindrance demands) in predicting profile membership. Moreover, this study aimed to examine the implications of the identified work-family interface profiles for organizational (work engagement and performance) and individual consequences (satisfaction with work-family balance, work-family authenticity, and family performance). Finally, we aimed to consider whether these relations between profiles and their predictors and outcomes differed among remote versus onsite workers.Theoretical Background. Little is known about how bidirectional conflict and enrichment between the work and home domains combine (e.g., Rantanen et al., 2013). The longitudinal stability of these combinations and of their associations with predictors and outcomes is even less documented (e.g., Vaziri et al., 2020), and research still has to address whether these distinct combinations hold comparable associations with predictors and outcomes in remote versus onsite workers. Design/Methodology. A questionnaire survey was completed twice over a period of three months by a sample of 432 participants (54.6% females) at Time 1 (T1) and 335 participants (54.0% females) at Time 2 (T2). Of those, 152 declared working onsite, and 280 declared working remotely. All participants lived with a spouse or partner and were employed by an organization rather than self-employed. Results. Latent profile analyses revealed six distinct profiles: High Conflict (47.65% of the participants), High Enrichment (16.40% of the participants), Low Conflict and Low Enrichment (20.62% of the participants), Low Conflict and High Enrichment (3.52% of the participants), Low Conflict and Very High Enrichment (4.85% of the participants), and Very Low Conflict (6.96% of the participants). These profiles proved to have the same structure and size across measurement points. Work passion, work centrality, and challenge/hindrance demands showed well-differentiated patterns of association with these profiles. Interestingly, the effects of challenge/hindrance demands on profile membership interacted with work type (onsite versus remotely), so that most of the predictions involving challenge and hindrance demands were in the opposite direction for employees working remotely versus employees working onsite. Importantly, employees’ functioning (work engagement, work performance, satisfaction with work-family balance, work-family authenticity, and family performance) was found to differ as a function of profile membership. These associations between the outcomes and the profiles did not differ as a function of working remotely or onsite. Limitations. This research relied on a convenience sample of western employees, thus it is unknown whether results could generalize to specific occupational and cultural groups. Moreover, this research relied on self-report measures which may have been influenced by social desirability. Finally, this research was conducted over a three-month period and longer time spans (e.g., one year) or even shorter ones (e.g., daily diary study) could provide more insight into the dynamic nature of work-family dimensions profiles. Research/Practical Implications. Altogether, results from this research indicate that, for them to benefit from the most optimal/avoid the most deleterious work-family experience, employees -whether they work onsite or remotely- would gain in cultivating healthy forms of work investment, for instance by seeking work environments allowing them to develop harmonious rather than obsessive passion, or by reassessing the part played by work in their lives (i.e., trying to avoid high levels of work centrality). Moreover, results indicate that awareness should be raised in organizations and supervisors on the fact that challenge and hindrance demands have contrasted effects in employees working onsite and in those working remotely, and that job design and supervision would gain in being crafted accordingly. Originality/Value. This research offered a first-in-the-literature comparison of remote versus onsite workers’ bidirectional work-family conflict and enrichment profiles, and of their longitudinal associations with predictors and outcomes. In doing so, it provided valuable practical implications regarding the protection of work-family balance in these distinct categories of employees.Keywords: Work-family interface profiles; employees’ functioning; remote work.ReferencesKniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S. P., Bakker, A. B., ... & Vugt, M. V. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist, 76, 63–77. http://dx.doi.org/10.1037/amp0000716Rantanen, J., Kinnunen, U., Mauno, S., & Tement, S. (2013). Patterns ofconflict and enrichment in work–family balance: A three-dimensional typology. Work and Stress, 27,141–163. http://dx.doi.org/10.1080/02678373.2013.791074Vaziri, H., Casper, W. J., Wayne, J. H., & Matthews, R. A. (2020). Changes to the work–family interface during the COVID-19 pandemic: Examining predictors and implications using latent transition analysis. Journal of Applied Psychology, 105, 1073–1087. http://dx.doi.org/10.1037/apl0000819
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