The Relationship among Work Family Conflict, Family Work Conflict and Workplace Well-being with the Moderating Effects of Mindfulness and Family Supportive Organization Perceptions

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(1)The Relationship among Work Family Conflict, Family Work Conflict and Workplace Well-being with the Moderating Effects of Mindfulness and Family Supportive Organization Perceptions. by. I-Hsuan Lin. A Thesis Submitted to the Graduate Faculty in Partial Fulfillment of the Requirements for the Degree of MASTER OF BUSINESS ADMINISTRATION Major: International Human Resource Development. Advisor: Wei-Wen Chang, Ph. D.. National Taiwan Normal University Taipei, Taiwan. August, 2019.

(2) ACKNOWLEDGEMENT Life is a long journey, sometimes we would stop at some place where we never expected before. Taipei was the place that I never thought of staying for long time, not to mention study. I really appreciated the arrangement from God, he let me understand myself more than I expected. First, I had my baby when I entered IHRD, he started to learn with me when he was in my belly. We experienced very good time in learning everything, although I commute between Taipei and Tainan every week at that time. Through my son, I realized and experienced different kinds of new things, roles and events. Indeed, the idea of thesis topic came from my real experience from my son and family. Second, I wanted to express great appreciation to my husband and my family members, they supported me, not only on financial problems but also on baby caring. Without their supports, without my life stone in master degree. Third, I wanted to thank my thesis advisor, Dr. Chang and other teachers, Dr. Lin, Dr. Lu. Dr. Yu. Dr. Vera Chang was a very patient person who guided me not only on the process on thesis but also on my life difficulties. In the process of writing thesis, I encountered not only academic challenges, but also psychological or family difficulties. However, if there was no Dr. Chang’s guidance and encouragement, I might not improve the capability of doing research and self-reflection in the short time. Similarly, as the saying goes, ‘listening the words of a wise man can be superior to studying ten years of books.’ Dr. Lin was a very enthusiastic teacher and friend, as she knew that I was about to deliver baby, she supported me lots of baby stuff. Moreover, she also provided me some suggestions and tips about raising the baby. Dr. Lu can be said to the second thesis advisor, he always helped me with my thesis technical problems even the questions seemed silly. Dr. Yu was the key man to helped me and encouraged me to get into IHRD. He was also one of my committee members, I really.

(3) appreciated him came to Taipei to assist me evaluate my thesis. Without those people in my study process, without my thesis accomplishment. Finally, I wanted to say ‘thank you’ to myself, I did it, Yeah!.

(4) ABSTRACT Over the past 30 years, many researchers have examined recent development on work family conflicts, it is quite considerably large amount of studies proved the causes and the effects. Many studies have shown that WFC/FWC might arise many negative impacts, such as high turnover rate, physical discomfort, and low job satisfaction. Nonetheless, fewer studies explored the influence of moderators on mindfulness and family supportive organization perceptions. In this way, the purpose of this study is to discuss the relationship between work family conflict, family work conflict and workplace well-being, in which mindfulness and family supportive organization perceptions played the moderating roles among the relationship. The present research hypothesizes that work family conflict, family work conflict has a negative effect on workplace well-being, and mindfulness and family supportive organization perceptions will play the moderating roles between work family conflict, family work conflict and workplace well-being. Researcher took the quantitative research design and on-line questionnaires to test the research hypotheses. The sample in this study were 306 employees of all companies in Taiwan. Descriptive, correlation and hierarchical regression analysis were conducted in IBM SPSS Statistics. Although the results indicated that work family conflict and family work conflict was not negatively connected with workplace well-being, the mindfulness and family supportive organization perceptions still had moderating effects on work family conflict, family work conflict and workplace well-being.. Keywords: work family conflict, family work conflict, workplace well-being, mindfulness, family supportive organization perceptions. I.

(5) TABLE OF CONTENTS ABSTRACT ...........................................................................................................I TABLE OF CONTENTS ..................................................................................... II LIST OF TABLES .............................................................................................. IV LIST OF FIGURES ............................................................................................ VI CHAPTER I INTRODUCTION .......................................................................... 1 Background of the Study ........................................................................................................... 1 Problem Statement ..................................................................................................................... 5 Purpose of the Study .................................................................................................................. 7 Research Questions .................................................................................................................... 7 Significance of the Study ........................................................................................................... 8 Definition of Terms.................................................................................................................... 9. CHAPTER II LITERATURE REVIEW ........................................................... 12 Workplace Well-being ............................................................................................................. 12 Work Family Conflict / Family Work Conflict ....................................................................... 15 WFC/FWC and Workplace Well-being ................................................................................... 18 Conservation of Resources Theory (COR) .............................................................................. 20 The Role of Mindfulness as a Moderator ................................................................................ 21 The Role of Family Supportive Organization Perceptions as a Moderator ............................. 23. CHAPTER III METHODOLOGY .................................................................... 29 Research Framework ............................................................................................................... 29 Research Hypotheses ............................................................................................................... 30 Research Procedure .................................................................................................................. 30 Research Sample ...................................................................................................................... 33 Data Collection ........................................................................................................................ 33 Questionnaire Design ............................................................................................................... 33. II.

(6) Instrument Validity .................................................................................................................. 34 Pilot Test .................................................................................................................................. 36 Measurement ............................................................................................................................ 37 Control Variable....................................................................................................................... 44 Data Analysis ........................................................................................................................... 45. CHAPTER IV RESULTS AND DISCUSSION ............................................... 47 Descriptive Statistics ................................................................................................................ 47 Validity and Reliability ............................................................................................................ 50 Common Method Variance (CMV) ......................................................................................... 53 Confirmatory Factor Analysis (CFA) ...................................................................................... 53 Convergent Validity ................................................................................................................. 55 Pearson’s Correlation Analysis ............................................................................................... 71 Hierarchical Regression Analysis ............................................................................................ 72 Discussion ................................................................................................................................ 80. CHAPTER V CONCLUSIONS AND SUGGESTIONS .................................. 83 Conclusions .............................................................................................................................. 83 Implications.............................................................................................................................. 85 Limitations ............................................................................................................................... 86 Future Suggestions ................................................................................................................... 87. REFERENCES ................................................................................................... 89. III.

(7) LIST OF TABLES Table 3.1. Background Condition of Experts and Peers .......................................................... 35 Table 3.2. Reliability of Pilot Test (N = 112) .......................................................................... 37 Table 3.3. Questions in Workplace Well-being ...................................................................... 39 Table 3.4. Questions in Work Family Conflict / Family Work Conflict ................................. 41 Table 3.5. Questions in Mindful Attention Awareness Scale (MAAS) ................................... 42 Table 3.6. Questions in Family Supportive Organization Perceptions (FSOP) ....................... 43 Table 4.1. Demographic Information of the Sample (N = 306) .............................................. 49 Table 4.2. Reliability Analysis of Each Variable - Original (N = 306) ................................... 52 Table 4.3. Reliability Analysis of Each Variable - Revised (N = 306) ................................... 52 Table 4.4. The Criteria of Model Fit ........................................................................................ 54 Table 4.5. Confirmatory Factor Analysis of Work Family Conflict (N = 306) ....................... 56 Table 4.6. Model Fit Summary – Work Family Conflict (N = 306)........................................ 56 Table 4.7. Confirmatory Factor Analysis of Family Work Conflict (N = 306) ....................... 57 Table 4.8. Model Fit Summary – Family Work Conflict (N = 306) ........................................ 57 Table 4.9. Confirmatory Factor Analysis of Workplace Well-being (N = 306) - Revised ..... 60 Table 4.10. Model Fit Summary – Workplace Well-being (N = 306)..................................... 63 Table 4.11. Confirmatory Factor Analysis of Mindfulness (N = 306) .................................... 65 Table 4.12. Model Fit Summary – Mindfulness (N = 306) ..................................................... 66 Table 4.13. Confirmatory Factor Analysis of Family Supportive Organization Perceptions(FSOP) - Revised (N = 306)............................................................... 68 Table 4.14. Model Fit Summary – Family-Supportive Organization Perceptions (FSOP) (N = 306) ....................................................................................................................... 69 Table 4.15. Models Comparison of Fit Indices........................................................................ 70 Table 4.16. Means, Standard Deviations, Correlations and Reliability of Variables (N = 306) ............................................................................................................................... 72. IV.

(8) Table 4.17. Results of Hierarchical Regression Analysis in WFC - Mindfulness as the Moderator (N = 306) ............................................................................................ 74 Table 4.18. Results of Hierarchical Regression Analysis in FWC - Mindfulness as the Moderator (N = 306) ............................................................................................. 75 Table 4.19. Results of Hierarchical Regression Analysis in WFC - FSOP as the Moderator (N = 306) .................................................................................................................. 76 Table 4.20. Results of Hierarchical Regression Analysis in FWC - FSOP as the Moderator (N = 306) .................................................................................................................. 77 Table 5.1. Summary of Hypotheses Results ............................................................................ 83. V.

(9) LIST OF FIGURES Figure 3.1. Research Framework ............................................................................................. 29 Figure 3.2. Research Process ................................................................................................... 32 Figure 4.1. Confirmatory factor analysis model of work family conflict ................................ 58 Figure 4.2. Confirmatory factor analysis model of family work conflict ................................ 58 Figure 4.3. Confirmatory factor analysis model of workplace well-being .............................. 63 Figure 4.4. Confirmatory factor analysis model of mindfulness ............................................. 66 Figure 4.5. Confirmatory factor analysis model of family supportive organization perceptions (FSOP) .................................................................................................................. 69 Figure 4.6. The moderating effects of mindfulness in the relationship between family work conflict and workplace well-being ........................................................................ 78 Figure 4.7. The moderating effects of family supportive organization perceptions (FSOP) in the relationship between family work conflict and workplace well-being ........... 79. VI.

(10) CHAPTER I. INTRODUCTION. Chapter I includes the study background, problem statement, research objective, research questions, significance of research, and the definition of key term.. Background of the Study. At the end of the 20th century, with the improvement of overall working environment, the dual-worker family replaced the traditional breadwinner family as the dominant family pattern in America (Hayghe, 1990). Since then, more and more people got involved in the work, especially the number of double-earner couples have been extremely increasing (Boles, Howard, & Donofrio, 2001). Furthermore, these employees started to find that they were struggling to balance the demands between work and family (Anafarta, 2011). The immoderate pressure and lack of free time might cause some adverse effects to employee, and finally lead to numbers of negative psychological burden, for example, absenteeism, job dissatisfaction, poor interpersonal relationships, and negative work performance (Anafarta, 2011). These psychological reactions just where conflict came from. The potential relevant issues among work family conflict and well-being on family members, employees, and organizations had been discussed and caused an increasing interest over the past three decades. Taking the working time as an example, they found that if employee spent more time and worked hard in the workplace, there might be more conflicts between the areas of work and family (Bruck, Allen, & Spector, 2002). As a result, numerous of specialists started to give attention to work family conflict (i.e., work routine disturbs with family business) and family work conflict (i.e., family matters disturb with work routines) (Frye & Breaugh, 2004). With the increasing attention on the. 1.

(11) related issues of family work conflict and work family conflict which might cause the undesirable relation with great diversity of variables linked to employee home and working life, and well-being (Allen, Herst, Bruck, & Sutton, 2000). Furthermore, some longitudinal studies have pointed out that work family conflicts forecast unfavorable outcomes of employee’s health (Frone, Russell, & Cooper, 1997) and pressure, the same as with turnover intention (Kelloway, Gottlieb, & Barham, 1999). Up to now, previous studies had concentrated on displaying the main impacts of work and family conflict on well-being. In addition, those researches also demonstrated the issues related to work and family are significant research targets from the perspectives of individuals, families and organizational well-being (Kinnunen, Vermulst, Gerris, & Mäkikangas, 2003). In the contemporary society, most people spend lots of time in the workplace. As a consequence, to satisfy ourselves and to be happy is not only the life objective which offers significant meaning but also working in the organizations identifies the contribution of work and workplace on personal happiness (Gavin & Mason, 2004). In recent years, an alternative field of research directed at inspecting the positive situations and aspects of human life has had coming into impact in organizational studies (Roche & Rolley, 2011). Well-being is gradually turning into a significant issue in the workplace. Meanwhile, those organizations with the atmosphere of well-being are found to have more inventive, effective and social employees (Fredrickson, 2003). In this study, the researcher discussed the relationship between work family conflict, family work conflict and workplace well-being. In addition, previous research paid little attention to how to alleviate these negative results related to work family conflict, namely the factors which might mitigate the impact of work family conflict on workplace well-being. In the literature, most previous studies on the topic of work family conflict focus on the work related outcomes including low job satisfaction (Babin & Boles, 1996) and leaving a position tendency (Good, Sisler, & Gentry, 1988) in the workplace. Allen et al. (2000) stated that 2.

(12) variables which may have the impact on the relationship between work family conflict and its results might be worthwhile to be conducted. Especially, the moderators would be applied to future studies as organizational and personal characteristics. Therefore, for the purpose of providing a more comprehensive picture of framework for future research, this study not only tries to discuss and investigate the relationship between work family conflict, family work conflict and workplace well-being, but also aims to identify important factors which would have the moderating effects among work family conflict, family work conflict and workplace well-being. All in all, this study proposes one situational factor and one personal factor; family supportive organization perceptions and mindfulness would be two important moderators for the relationship among work family conflict, family work conflict and workplace well-being. Over the past few decades, more and more families have experienced significant structural and functional changes, it appears to be especially tough for career women with preschool-age children while compared to career women with older children. Moreover, it seems that some organizations have not been assembled with the equally valid policies to ease the employment and family life (Thomas & Ganster, 1995). Career mother are more likely to be interfered with greater work family issues while comparing to dual-earner couples without children. Balancing and coordinating employment and family life for career mother are getting more challenging when they are experiencing with little children (Hughes & Galinsky, 1988). A number of studies have shown that the potential conflict and stress arise when workers have difficulty in the demands of equilibrating paid work and family responsibilities (Thomas & Ganster, 1995). Research shows that the transformation of workforce demographics and has caught the attention of employers, organizational researchers, and government policymakers to find programs that offer family-friendly workplace supports, such as commutative work arrangements and independent care of benefits and services. There are an increasing number 3.

(13) of employee, for example senior employees, women, dual-income couples, and single parent who are taking advantage of these supports (Hammer, Colton, Caubet, & Brockwood, 2002). Although substantial studies have been performed on the family supportive organization perceptions to work-family issue as critical factors, taking it as a moderator is still critically lacking. Therefore, the goal of this research is to access the consequence of how moderator of family supportive organization perceptions would alleviate the work family conflict and workplace well-being. For a long time, people have looked forward to finding ways to solve the cause of emotional, physical and psychological distress and have persistently sought methods for relieving suffering (Siegel, Germer, & Olendzki, 2009). There are lots of researches have shown that people with self-reported mindful tendencies are positively associated with mental health and well-being and negatively associated with negative mental symptoms and suffering in their daily lives (Bowlin & Baer, 2012). Mindfulness is also regarded as the psychological characteristics to adjust negative sentiment and improves individual’s well-being. The ordinary competence of self-control has the relationship with multiple forms of accommodated capacity, including scholastic achievement, dignity, person interaction, satisfying relationships, security attachment, and positive moods, whereas negatively connected with symptoms for example solicitude, disappointment, binge eating and bibulosity (Tangney, Baumeister, & Boone, 2004). Mindfulness is usually applied in the state of nonjudgmental and nonreactive consciousness moment-by-moment experiences, including emotional, cognitive and physical sensations, the same as external stimulus, such as sounds, smells and sights in daily life (KabatZinn, 2005; Linehan, 1993). There have been for a while that the mindfulness meditation has become widely popular and accepted in the Western society with the secular meditation practices from meditation centers and mental health instruction programs. Previous studies showed that mindfulness meditation training has positively related to psychological health and 4.

(14) well-being through the long-term practitioner of mindfulness meditation and mindfulness treatments (Baer, Lykins, & Peters, 2012; Keng, Smoski, & Robins, 2011). While there are numerous studies that indicate that practicing the mindfulness can significantly reduce stress (Garland, Gaylord, & Fredrickson, 2011), however, little is known about the effectiveness mechanisms to effects of mindfulness on stress. In this research, we attempt to investigate the moderating role of mindfulness and family supportive organization perceptions on the impacts of work family conflict, family work conflict and workplace wellbeing. Moreover, it is hoped that this will deepen our understanding of how the two moderators affect the work family conflict to workplace well-being. The core value of conservation of resources (COR) (Hobfoll, 1989) theory is that people strive to acquire, structure and protect their cherished resources, and psychological stress appears while losing resources, threatened with loss or when individuals are unable to replenish resources after a major investment. From the perspective of conservation of resource, mindfulness and family supportive organization perceptions can also be seen as the personal resources. The work family conflict and family work conflict are the sources of pressure, however, the researcher has tried to apply COR theory to explain the positive benefits of mindfulness and family supportive organization perceptions which provided employees with good psychology states (Zivnuska, Kacmar, Ferguson, & Carlson, 2016) or other resources from workplace (Kossek et al., 2011).. Problem Statement. As we can see from the past literature, relatively few studies have focused on avoiding the negative results related to work-family relationship, that is, how to buffer the influence factors of work family conflict on well-being. Allen et al. (2000) called for and suggested that future scholars could conduct research on variables influencing the relationship between work 5.

(15) family conflict and its impacts in recent meta-analysis. Although the previous studies in the field of work and family tend to emphasize how employees benefitted through formal support in the workplace to decrease or eliminate the work family conflict, however, in recent years, the research trend about work and family field has turned to highlight the informal support, such as a manager/supervisor offering understanding and sympathy on work family issues or even a positive work-family organizational atmosphere (Kossek et al., 2011). Furthermore, there are many new human resource policies which have exacerbated workplace strain, and the newly-developing issue is important for human resource psychologists and supervisors to deeply realize social support of informal workplace to work family conflict. Explicitly, purpose of study is to clarify this issue by examining mindfulness and family supportive organization perceptions as possible moderators of work-family conflict, family work conflict and workplace well-being. Besides, the mindfulness factor is rarely considered in the study of work family conflict (Kiburz, Allen, & French, 2017). The purpose of this research is to solve these problems. In addition, it was hard to find the studies discussing the moderating effects of well-being, family supportive organization perceptions and mindfulness in the workplace simultaneously. Hence, in order to fill these gaps, the target of study was to investigate whether work family conflict has a significant relationship with workplace well-being, and whether the internal and external control factors, family supportive organization perceptions and mindfulness, have significant moderating effects for the relationship between work family conflict, family work conflict and workplace well-being. Besides, the factors of mindfulness and family supportive organizational perceptions are rarely considered in the study of work family conflict. The purpose of this study is to solve these problems. The current study would have some key notification to the future literature. Exploring the studies on employee about strategies decreasing the work family conflict and family work 6.

(16) conflict. Integrate the concepts of mindfulness-based and family supportive organizational perceptions into the work family conflicts and workplace well-being literature. It is quite significant that finding the methods by which employee can potentially weaken the negative work-family influence.. Purpose of the Study. This study had two main purposes. Firstly, this research aimed to inquire into the relationship among work family conflict, family work conflict and workplace well-being. Second, this study aimed to research on how mindfulness and family supportive organization perceptions moderate the relationship among work family conflict, family work conflict and workplace well-being.. Research Questions In order to fulfill for answering the following research questions which comes from research purposes: 1.. Is there a relationship exist between work family conflict, family work conflict and workplace well-being?. 2.. Do family supportive organization perceptions have a moderating effect on the relationship among work family conflict, family work conflict and workplace well-being?. 3.. Does mindfulness have a moderating effect on the relationship among work family conflict, family work conflict and workplace well-being?. 7.

(17) Significance of the Study. Contribute to Organizational Management Adjusting the conflicts between employee and organization, and add some situational and personal factors which provided the organization useful suggestions to improved work performance and enhanced efficiency of organization. If the organization provided a better working condition for employees to reduce their conflict in the organization, it would be beneficial for individual to enhance job performance and increase their psychological satisfaction at the same time.. Contribute to HR Practitioner The related issues of work family conflict were important indicators for employee relations and welfare program in a company. If Human Resource (HR) practitioners also suggested that the organization provides some strategies to assist the employee to have some flexible working schedules, for instance, adjustable working time, offering a few compensation measurements like a reward system. These strategies might improve the impact of conflict on the both sides of the company and the employee. In terms of recruiting and selection, HR practitioners can find some talents which might have self-psychological adjustment or mindfulness practice. Furthermore, managers should pay more attention to understand how the current employee balance the existing situation. If it was necessary, they should aid them to seek for intrinsic assistance from an employee benefits system.. Contribute to Research Although there was a lot of discussion about variables in the literature (work family conflict, family work conflict, workplace well-being, mindfulness and family supportive 8.

(18) organization perceptions) of this study separately, very few focus on the connection among work family conflict, family work conflict and workplace well-being. Moreover, only a limited number of studies consider the moderating effects of mindfulness and family supportive organization perceptions. For researchers, this study helped them uncover personal and situational factors that affect the influence of work family conflict, family work conflict workplace well-being in the organization. This study could thus contribute to the current literature by addressing these research gaps.. Definition of Terms. Work Family Conflict Work family conflict was a type of internal conflict that exists simultaneously while one person had different role playing, and it was difficult to transfer and engage between one another (Kahn, Wolfe, Quinn, Snoek, & Rosenthal, 1964). Greenhaus and Beutell (1985) defined WFC as “a form of interrole conflict in which the role pressures from the work and family domains are mutually incompatible in some respect (p. 77).” In this study, work family conflict was defined as “a form of interrole conflict in which the general demands of, time devoted to, and strain created by the job interfere with performing family-related responsibilities.” (Netemeyer, Boles, & McMurrian, 1996, p. 401).. Family Work Conflict Numerous studies had shown that work and family were not separate areas because they were highly correlative dependence and had a double directed dynamically combined relationship with each other. While family life was influenced by work factors, it also goes through the opposite process (Namasivayam & Zhao, 2007; Trachtenberg, Anderson, &. 9.

(19) Sabatelli, 2009). In this study, family work conflict was defined as “a form of interrole 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).. Workplace Well-being Well-being was an extensive concept that includes a wide variety of influences and domains of satisfaction and psychological health (Sonnentag, 2001). It affected not only people’s psychological level and personal quality of life but also the entire community efficiency and productivity. Harter, Schmidt and Keyes (2003) stated that work existed pervasively in the individual’s life and had the impact on the organization’s well-being. Previous research addressed that the relevant topics of well-being in the workplace are about physical health, emotional psychological and mental perspectives (Danna & Griffin, 1999). For one person, work indeed was quite crucial and not just to the surface, it was involved in so many psychological, physical, emotional, mental problems, especially in the workplace.. Family Supportive Organization Perceptions Thomas and Ganster (1995) proposed two family support factors in the workplace: family-supportive policy and family supportive supervisor. A supportive supervisor was one who sympathizes with an employee's desire for a balance between work and family, and works to help an employee adjust to his or her work and family responsibilities. Perceived organizational support (POS) stated that an attitude response to the whole organization which is different from the way employees might react to their immediate supervisor. POS was designated as a global belief in the extent to which organizations value their contributions and care for their well-being (Allen, 2001; Eisenberg, Huntington, Hutchinson, & Sawyer, 1986). Moreover, some scholars considered apart from the family. 10.

(20) support policies and family supportive supervisors, it is significant to verify the employees’ global perceptions of the scope about the family support in organization. On the other hand, the concept of family supportive organizations has been defined in detailed, including the ability of employers to care about and assist employees’ capability work and family life expectations (Booth & Matthews, 2012; Kossek et al., 2011). These cognitions here after are referred to family-supportive organization perceptions (FSOP).. Mindfulness According to the previous research, the definition of mindfulness has been elaborated as a form of non-judgmental and unresponsive consciousness of present-moment experiences which contains emotions, cognitions and bodily sensation as well as external stimulations like smell, sounds, and sights (Kabat-Zinn, 2005; Linehan, 1993). Mindfulness was introduced by Brown and Ryan in 2003 as a moment-to-moment and non-judgmental consciousness, which was not only a skill can be learned from practice, but also meant to accelerate well-being. Mindfulness is a mixture of composite patterns, composed of continuous, prompt awareness of physical sensations, cognitions, physiological and emotional states, imagery and thoughts. Moreover, mindfulness is also featured by calmness, non-evaluation and constant moment-by-moment consciousness of perceived mental condition and processes (Grossman, Niemann, Schmidt, & Walach, 2004).. 11.

(21) CHAPTER Ⅱ. LITERATURE REVIEW. In this chapter, researcher reviewed the literature about work family conflict, family work conflict, workplace well-being, family supportive organization perceptions, and mindfulness. Furthermore, discuss the relationship among work family conflict, family work conflict, workplace well-being with the two moderators, family supportive organization perceptions and mindfulness.. Workplace Well-being. The average adult might have to find a suitable job according to their learning profession and spend as much as a third or a quarter of their waking time in the workplace. In this way, work might did play an important role to people in their present life. Over the last few decades, the workplace has been designated as a significant environment for promoting health. It provided a valid structure or pathway to get involved with large groups, and took advantage of a natural social network (Dishman, Oldenburg, O’Neal, & Shephard, 1998; Hunt et al., 2003). Harter et al. (2003) stated that work exists pervasively in the individual’s life and has impact on the organization’s well-being. It affects not only people’s psychological level and personal quality of life but also the entire community efficiency and productivity. They further pointed out that most individuals spend time in the company accumulating up to one third or a quarter of private waking life. There were as much as a fifth to a quarter of job satisfaction could be used to explain the phenomenon among the variation of adult life satisfaction (Campbell, Converse, & Rodgers, 1976). Previous research addressed that the relevant topics of well-being in the workplace are about physical health, mental perspectives and emotional psychological (Danna & Griffin, 1999). For example, it was to be regretted that with the lack of leisure time, employees may 12.

(22) have fewer opportunities to rebuilt themselves and search for meaning in their lives. It also seemed to be significant for individuals to seek accomplishment during their working time (Gavin & Mason, 2004). In this way, it was very important for workers to consider the consequences of health and well-being. Researchers and managers have generally identified that there might be potentially negative effects to both employees and organizations on health and well-being. For instance, Boyd (1997) indicated that employees with lower productivity, the tendency of work absence, and making lower quality decisions may suffer from poor health and negative well-being in the workplace. In addition, they might persistently dwindle in overall contribution to the whole organization. For the personal, there would be a mass of costs arise from physiological, psychological and emotional effects (Danna & Griffin, 1999). According to previous studies, employee spent more time at work, and issues related to their health and well-being are not only growing more awareness but also causing important attention in the workplace (Danna & Griffin, 1999). For instance, employees who underwent bad health and well-being in the workplace might have fewer production, lower quality strategic making, and a tendency towards absenteeism (Boyd, 1997). The worst of it, they might constantly diminish entire contributions to the firm (Price & Hooijberg, 1992). Over 2000 years ago, Aristotle mentioned that happiness is the representative word of living an excellent life. “Happiness” was translated from the ancient Greek (eudaimonia) meaning a better life. The modern life we live in was the prototype conceived from Aristotle (Gavin & Mason, 2004). Nowadays, with more studies defining the concept of happiness more academically, many scholars have treated the happiness into well-being (Hird, 2003; Ryan & Deci, 2008). As a matter of fact, well-being was a more extensive explanation comparing to happiness, including personal growth, life objective, positive social reaction and integration with others (Roche & Rolley, 2011). In order to enhance and improve labor productivity and strengthen the hierarchical relationship between employees and managers, the most common 13.

(23) methods are not only to simplify and standardize procedures, but also measure and control work tasks in the current workplace. However, the result of taking these methods of productivity-raising will enhance the work pressure sharply (Gavin & Mason, 2004). The work-related stress from workplace combined with daily routine stress would result in detrimental outcomes on physical and emotion from the over consumption on the human physical and mental demands (Cooper & Cartwright, 1994). There was a recent survey relating to the job stress of the British worker, eight million employees stated that the stress from works made them headaches, and 12 million complained that they were irritable and experienced psychological distress because of daily working. The influence of stress effects not only occur in the work environment, but also spillover into the employees’ lives. The way we live might be the major reason why happiness is missing, particularly in our workplace. Researchers and managers are generally conscious of health and well-being which might have potential negative or positive effect on both workers and organizations (Danna & Griffin, 1999). From previous examples, well-being has the relationship with the many directions, for instance, individual living surroundings and the working conditions make a difference to our emotions and ability to realize well-being (Ryan & Deci, 2008). To be specific, well-being is regarded as composing the multifarious life, work-related satisfactions, non-work satisfactions and general health experienced by individuals. For example, the satisfaction or dissatisfaction of social life, family life, entertainment, and spirituality are owning to non-work satisfaction. The other side of work-related aspects are promotion opportunities, job development, compensation satisfaction, and so on. Fredrickson (2003) indicated that well-being, under the workplace has gradually become an important issue while the organizations that identify the role of well-being are discovered to have more effective, inventive and socially cooperated employees. Harter, Schmidt, and Hayes (2002) proposed that either job satisfaction or job commitment are not the ultimately reliable predictor of the decisions for employees to stay or leave their jobs compared to the 14.

(24) employee’s well-being. Basically, in the near future, the significance of well-being may be the most important factor related to the success of an organization. Many recent studies contend that the best benefits for employers may be the well-being of their employees. Researchers have become increasingly interested in the relationship about job satisfaction and performance at the individual-level (Harter, et al., 2003; Judge, Thoresen, Bono, & Patton, 2001). Meta-analysis revealed a positive relationship between job satisfaction and personal effectiveness, especially the satisfaction with the supervisor and job satisfaction (Harter et al., 2003). Spector (1997) suggested that comparing with dissatisfied employees, the more satisfied ones are much more synergic and favorable to other colleagues, have greater time control and efficiency in their jobs, and have better job commitment. Harter et al. (2003) indicated that promoting well-being instead of arising strains and psychological illness was substantially more significant for not only employees, but also employers in the organization. Employees' emotional well-being and job satisfaction in the workplace will affect the employee turnover rates, work performance, working capacity and job commitment. It is far less possible for employees who have strong work commitment to leave their work environment and organization (Allen & Meyer, 1990). Nonetheless, little research has been done on the relationship among work family conflict, family work conflict and workplace well-being, especially in the Taiwan working population. Drawing on the literature, the current study aims to explore whether work family conflict and family work conflict would influence workplace well-being.. Work Family Conflict / Family Work Conflict The family and work are two main focal points in an adult’s life. Especially, under the globalization trend in economics, Taiwan, in the past, attracted a great deal of transnational corporations willing to invest (Lu, Gilmour, Kao, & Huang, 2006). With the structure of the 15.

(25) working population changing, more men and women became involved in the work. Hsu, Chou, and Wu (2001) also addressed that Taiwanese people are presently in the dilemma of facing the demand of family and work because of the rising numbers of females in the workforce. A wide variety of relevant studies of the work family conflict have been conducted in the western countries such as America or England. Oppositely, we cannot inference that the investigation results will generalize to the people in Taiwan who have traditionally highly valued Chinese culture. A number of studies in work family conflict have been investigated the problems since the 1960s, moreover, the issue so far is also quite popular in the work and family area being studied within the area of professional stress. There are several literatures that are full of discussions surrounding the definitions of work family conflict. Current studies emphasize that personal role conflict experienced from work and family, which is called work family conflict (Anafarta, 2011). Kahn et al. (1964) found work family conflict (here after WFC) as a type of interrole conflict existing between the unbalanced demand from work to the family role. For instance, when someone contributes their extra time and efforts into their work role (or their family role), it is assumed to affect the family role (work role). Frone, Russell and Cooper in 1992 stated that work-interfering with family (WIF) and family-interfering with work (FIW) were the two types of identified work family conflict. WIF conflict arises when work-related activities cut off and intervene home responsibilities. On the other hand, FIW conflict occurs when the responsibilities of family role disturb or hinder work domain activities. Greenhaus and Beutell (1985) have defined the work family conflict as a form of interrole conflict which the domains of role stress from family and work are mutually incompatible in some respects. As Frone (2000) proposed, the definition of WFC from Greenhaus and Beutell (1985) implies a bidirectional relationship. Therefore, WFC is not the only one directional conflict. Two types of work family conflict are discussed. Work family conflict (WFC) arises 16.

(26) when the work-related demands interfere with family related responsibilities or issues, for instance, taking work back into the family sector and attempting to accomplish it at the family time. Conversely, family work conflict (here after FWC) arises when family-related responsibilities hinder work activities, for instance, must cancel a significant meeting because a child has suddenly sick (Kiburz et al., 2017). Carlson, Kacmar, and Walliams (2000) further differentiate between three kinds of work family conflict: strain-based conflict, time-based conflict and behavior-based conflict. Strainbased conflict occurs when one role in tension or exhaustion status affects another performance. Time-based conflict occurs when one role prevents another one from fulfilling the anticipation of the role related to the time pressure. Behavior-based conflict appears when one role requires specific behaviors and is not compatible with expectative behavior from another role. In the present study, although these three categories have been widely discussed in the WFC and FWC, the definition of this study will combine all the concepts, rather than as a discrete distinction. In the past, it has been validated that both types of conflict have significant and unfavorable consequences on employees’ health and well-being. For example, several researches have stated that two types of conflict are connected with health and psychological issues, for example, depression, anxiety (Lapierre & Allen, 2006), or decreased quality of sleep (Williams, Franche, Ibrahim, Mustard, & Layton, 2006). A number of researchers investigated that WFC and FCW have negative relationships with employees’ satisfaction in several aspects, including overall life satisfaction (Aryee, Luk, Leung, & Lo, 1999; Bedeian, Burke, & Moffett, 1988; Hill, 2005). Namely, the satisfaction or expectation of employee’s can’t achieve the certain or particular role’s requirements which will appear in the work family conflict and hinder the role performance. On the other hand, the requests of the specific role do not meet the other role’s requirements which hinder the efficiency of role execution (Greenhaus, Tammy, & Spector, 2006). 17.

(27) The result of work and family responsibilities might come from both work and family conflicts and stress-related variables which can lead to physical and psychosocial distress. An even worse situation is fighting and competing with each mental role for the limited personal resources. To comprehensively realize the influence of work family conflict on employees, the interrelated domain need to be discussed.. WFC/FWC and Workplace Well-being. More and more replication experiments proposed that the boundaries among working life and family are indistinct. Due to the standard of behavior, the attitude in the workplace has violated the non-work life and interpersonal relationship which leads to the demands of work and family roles conflicts (e.g., Barling, 1990; Kelloway et al., 1999; Voydanoff, 2002). Work family conflict and family work conflict took place while the requests of roles and pressures domain are incompatible, as one attends one of the demands that was unable to meet the desires of the other groups. In other words, the total cost of time and effort to accomplish one of the expectations might cause a loss to another groups (Greenhaus & Beutell, 1985). Frone (2003) stated that the stress or dissatisfaction on the job which will cause the effects of direct spillover and resource consuming to family expectation roles. It has been proposed that well-being could be contributed to positive emotions, broaden the range of well-being cognition, and finally build the resources within the person and organization (Roche & Rolley, 2011). As mentioned above, well-being was correlated to the individual. In this way, the environment we live and work in affected our ability to experience well-being. Workplace was a kind of working environment condition which made well-being promoted or damaged (Ryan & Deci, 2008).. 18.

(28) In the near future, well-being was getting more and more significant for organizational success. Employees who are bound by strict performance standards will be more aware that work requirements will stop them from fulfilling family obligations. This heightened state of awareness may lead to the level of increased stress. On the other side, the rising cost of living, the distresses of marriage and the pressures parents face may destroy family life (Lu et al., 2006), generating worries which obstruct work. Although work family conflict appeared in both men and women, the report still stated that women experiencing conflict was more prevalent among men, because they spent more time on combined work and family activities (Frone et al., 1992; Hammer, Allen & Grigsby, 1997; Lundberg, Mardberg, & Frankenhaeuser, 1994). Lundberg et al. (1994) implemented an experiment for comparing total workload (sum of paid and unpaid work), the conflict between work and family requirement, and controlled for the white-collar occupations for the housework between women and men. The study found that the number of children in the household was a key factor in these variables. In the family without children, the total workload time for both men and women was around 60 hours per week. For women, with children at home, the number of worked hours increased rapidly, however, the increase for men was much smaller (Noor, 2003). The conflicts between work and family can be regarded as the source of affecting wellbeing, due to the fact that well-being is a correlation of dependence with work and family. Hence, in this present study, the focus is only on the relationship between well-being as experienced in the workplace and the work family conflict to some extent for employees. Furthermore, well-being has been connected to many physical domains, for example, stress reaction, individual struggle and satisfaction in other significant areas of life (Roche & Rolley, 2011). Two types of conflict (WFC and FCW) are negatively correlated with employee satisfaction in multiple fields, including overall life satisfaction (Moreno-Jiménez et al., 2009). 19.

(29) These conflicts are connected with consequence such as lower job dissatisfaction, job burnout, and turnover, the same as with results related to psychological stress (such as depression), life and lower marital satisfaction (Burke, 1988; Greenhaus, 1988; Netemeyer et al., 1996). On account of the growth of double income families, single-parent households, and families with elderly care, these results are more possible to be prominent in the future (Netemeyer et al., 1996). Hence, previous literature has stated that the domain of work and family studies is crucial because WFC/FWC have a detrimental relationship with variables related to employees’ work life, family life and general health and well-being (Allen, Herst, Bruck, & Sutton, 2000). Therefore, the following hypothesis is developed: Hypothesis 1. Work family conflict is related to workplace well-being. Hypothesis 2. Family work conflict is related to workplace well-being.. Conservation of Resources Theory (COR). The primary contents of COR theory are that people struggle hard to maintain the original resources and construct the new resources which are valuable to them, if they lost some resources they would arise psychological burden. Compliance with Conservation of Resources (COR) theory (Hobfoll, 1989), both of mindfulness and family supportive organization perceptions could be regarded as the method to generate more resources. Insufficient resources or difficulties in selecting resources were the crucial factors of experiencing stress. The resources were concerned about a wide category containing personal characteristics (such as skills) and external conditions and objects (such as relationship).. 20.

(30) COR theory had been discussed with the work family interface on condition that WFC/ FWC brought about pressure because resources were lost during the process of balancing both work and family roles. Mindfulness and family supportive organization support might be the possible methods to gain the new resources (Kossek et al., 2011).. The Role of Mindfulness as a Moderator. More and more psychological and medical literature has paid attention to the efficacy of mindfulness meditation-based methods in alleviating pain (Greeson, 2009). In the Western society, learning and teaching mindfulness have been widely applied through meditation centers and mental health treatment programs, including secular adaptations to meditation practices (Baer et al., 2012). Based on the researches of therapy to long-term practitioners of mindfulness meditation consistently indicate that mindfulness training is linked to positive mental health (Brown, Ryan, & Creswell, 2007; Keng et al., 2011). Actually, there were some neuropsychological researchers, Vago and Silbersweig (2012) observed that practicing mindfulness is connected with the brain networks that support selfregulation. Furthermore, mindfulness training had been proved to enhance capacity of selfregulation (Jha, Stanley, Kiyonaga, Wong, & Gelfand, 2010). Ten Brummelhuis and Bakker (2012) suggested that the self-regulation domain of mindfulness is associated with principles of Conservation of Resources (COR) theory and had been applied to work and family field. On the basis of COR theory, psychological resources were significant to achieve goal. Since selfregulation was essential to effective work-family management, and mindfulness also improved self-regulation. In this way, mindfulness training could improve work family conflict (Kiburz et al., 2017). The advantages of mindfulness are usually conceptualized as self-regulation or selfcontrol (Bowlin & Baer, 2012). Mindfulness is a kind of condition of devoting one’s mind to 21.

(31) what is happening to every moment, moreover, taking non-judgmental metacognitive to perception, cognition, and emotion and affection rather than focusing on the thought of past and future (Garland, 2007; Kabat-Zinn, 1982; Lutz, Slagter, Dunne, & Davidson, 2008). In ordinary living, mindfulness is a trait that tends to express non-judgmental consciousness, with the non-judgmental, open-minded way and accepting attitude to observe and notice the internal and external experiences (Bowlin & Baer, 2012). The core of mindfulness is attention and awareness. Both of these are also regarded as the key factor of inspecting discrepancies between the present states or levels of functioning at present. Correspondingly, the identification of discrepancies, in return, drives people to adopt behaviors which designed to reduce differences (Brown, Ryan, & Creswell, 2007; Feltman, Robinson, & Ode, 2009). People with high mindfulness dispositions learn to observe and introspect their thoughts and feelings rather than taking the inadequate methods of reacting. Therefore, even if they have unpleasant thoughts and feelings in mind, they still can create a better and more constructive behavior (Hayes, Strosahl, & Wilson, 1999). The review on the literature has shown that practicing mindfulness can result in reducing stress significantly (Baer, 2003). In the same way, Parto and Besharat (2011) researched the structure relationship of mindfulness, self-regulation, autonomy and psychological well-being. Their results proposed that mindfulness can weaken perceived stress, negative impact, anxiety and rumination. Meanwhile it can increase self-compassion and positive effect. Furthermore, mindfulness and autonomy enhanced emotional, psychological, and social well-being. Since the fundamental focus of mindfulness is to cultivate the ability to accept one's own experience, thoughts and feelings, these learned capabilities may make for more merciful experiences for other people and for themselves (Kozlowski, 2013). A group of researchers have noted that self-reported mindfulness in daily life is positively correlated with mental health and well-being, and negatively correlated with psychological symptoms and misery (Bowlin & Baer, 2012). 22.

(32) Therefore, mindfulness may function as an important moderator for the relationship between WFC/FWC and workplace well-being. Therefore, the following hypothesis is developed: Hypothesis 3. Mindfulness will moderate the relationship between work family conflict and workplace well-being. Hypothesis 4. Mindfulness will moderate the relationship between family work conflict and workplace well-being.. The Role of Family Supportive Organization Perceptions as a Moderator More recently, with an increase in social-support literature, which introduced the concept of workplace social support. Cobb (1976) the earliest defined and are most widely used social support as a person’s belief which is valued, cared, loved, and well-being is to become as one of part of the whole society of mutual obligation. Other scholars believed that social support refers to a person’s perceptual ability to assist relationships of various quality or strength, which provides resources such as information exchanging, tangible assistance or emotional resonance (Viswesvaran, Sanchez, & Fisher, 1999). There are two major factors consisted of family-supportive work environment: familysupportive policies and family-supportive supervisors. These two components are considered to be the responsibility of the organization in its efforts to support the workers’ family, namely, those family members who should provide with daily care and management, dependent or mixed, including children, parents, grandparents, spouses, in-laws and immediate family members (Thomas & Ganster, 1995). An organization with family-supportive organizational culture was directly recognized personal condition and family life of employees, and supported the family needs, responsibilities and obligations with work flexibility, policy relaxation and support (Allen, 2001; Lapierre et al., 2008).. 23.

(33) Plenty of scholars have stated that social support can moderate the relationship between WFC/FWC and psychological tension (O’riscoll et al., 2003). Lambert (2000) proposed that there is a relationship between the number of employees taking advantage of benefits and the enhancing level of organizational citizenship behavior. Similarly, Thompson, Beauvais, and Lyness (1999) contented that only providing the benefits to employee which can ease work family conflict and stress, and decrease the employment turnover rate and promote higher affective commitment. Work family conflict is a significant factor affecting work and life efficiency, as many comments have shown that it related to a wide range of positive and negative outcomes related to work, family and stress (Kossek et al., 2011). In other words, high level of work family conflict is connected with lack of social support. On the other hand, social support has been known to influence the result of conflicts (Carlson & Perrewé, 1999). Strengthening the employees’ well-being and improving the organization will make for the positive effectiveness on the innovation of organization practices (Grawitch, Gottschalk, & Munz, 2006). It is often viewed as a global structure that the concept of social support in the workplace originated from more extensive social support literature (Langford, Bowsher, Maloney, & Lillis, 1997). Cobb (1976) stated that social support as an individual's belief that he or she is loved and considered, and that well-being is cared for as part of a social network of mutual obligations which is one of the earliest and most widely used definitions. Workplace social support is defined as the degree of recognition of personnel perceived well-being from work resources. For example, supervisor and the widespread organization where they are belonging, and the interaction between those resources offer aid to sustain wellbeing (Kossek et al., 2011). Social support in the workplace may come from plenty of sources, such as colleagues or supervisors, which can build a more aggressive working surrounding. A supportive supervisor can alleviate work stress by discussing family-related issues and maintain flexibility in the event of an emergency (Roskies & Lazarus, 1980). For instance, 24.

(34) employees with the supportive supervisors were deemed to experience lower work family conflict under similar work situations (Carlson & Perrewé, 1999). There are three types of coping resources which are usually observed in the workplace that may be valuable to employees: (a) family-friendly organizational culture, (b) supportive supervisory practices, and (c) available family-oriented benefits (Warren & Johnson, 1995). Employees are less likely to worry about the possible adverse impact on their career under a supportive work family culture, because they will feel unconstrained to make good use of family-friendly welfares such as flexible working time (Thompson et al., 1999). Flexible working time and child health care which were easily helped to manage day-to-day family responsibilities could be classified as family-supportive policies. In order to ease the conflicts between work and family that often occur, some companies provide family-friendly or work-life projects and benefits for employees. These official plans contain benefits (e.g., dependent-care assistance and maternity leave), policies (e.g., adjustable working schedule), services (e.g., immediate financial aid) and some of the resources that families need (Thompson & Prottas, 2006). Grover and Crooker (1995) noted that those who were offered family-responsive benefits by employers (e.g., flexible working arrangements, childcare information services) were more devoted to their companies and were less likely to consider seeking for a new position, irrespective of whether they actually took the benefits or not. Because these programs focused on the interface between work and family, Voydanoff (2004) proposed they were called boundary-spanning resources. From previous studies showed that flexible working arrangements are associated with lower levels of work family conflict, fewer physical negative reaction, and higher organizational commitment (Thompson & Prottas, 2006). Moreover, Lapierre et al. (2008) had stated that a growing number of academics were recognizing that family-friendly benefits (such as flexible working hours, part-time work, on25.

(35) site day care) or family-supportive supervision for employees were not enough to significantly decrease their work family conflict. As a matter of fact, recent studies found that the informal support which are supportiveness from organizational overall culture and individual supervisors. These may be much more significant than the practical work family projects and welfare providing from companies (Allen, 2001; Anderson, Coffey & Byerly, 2002; Thompson et al., 1999). Numerous scholars proposed the concept that perceived organizational support (POS) is a social communication channel relationship between employees and organizations (Eisenberger, Huntington, Hutchinson, & Sowa, 1986). POS was defined as the degree of belief that employees evaluate their contribution and cares under the organization about employee’s well-being. Thompson et al. (1999) maintained that organizational work-family culture refers to the general values in the organization that support the integration of employees' work and family life. The study found that there was a positive correlation between organizational work family culture and organizational commitment; however, there was a negative correlation to the WFC/FWC. At the same time, Allen (2001) stated that for those employee who thought their organizations was family supportive had low a level of work family conflict and turnover tendency and a high level of job satisfaction and organizational commitment. There is also other research which supports the significance of a supportive workplace culture (Thompson & Prottas, 2006). According to Thomas and Granster (1995), supportive supervisors are defined as sympathizing with employees’ desires and needs for searching balance between work and family duties. Moreover, it has been shown that the work family conflict has indirect relationship on supervisor support. Employees with supportive supervisors are more likely to consider their organization is family supportive (Allen, 2001), and another side is that they believe they have more control of their work and family issues (Thomas & Ganster, 1995). On 26.

(36) the contrary, the scenario is connected to lower level work family conflict. Goff, Mount, and Jamison (1990) observed that childcare under supportive supervisor support was directly associated with lower level of work family conflict and indirectly connected to reducing absenteeism. Booth & Matthews (2012) stated that perception of family supportive organization is an individual's evaluation of the belief that the organization supports his or her family. Therefore, the perception of family supportive organization has the basis of social support. Familysupportive organization perceptions are the assessments of individuals’ beliefs that their organization is supportive of their families, and thus, family-supportive organization perceptions have foundation in social support (Booth & Matthews, 2012). According to Allen’s (2001) researches, employees can experience with fewer WFC as they worked in a family friendly environment due to the controlling for the family-friendly benefits and family supportive supervision. In addition, her studies suggest that employees’ perceptions of family supportive organizations might be affected in part by the availability of family supportive supervision and family-friendly benefits they receive. Finally, Allen et al. (1999) found that FSOP was positively associated with the actual using of family-friendly welfare by employees, particularly flexible work arrangements. This reinforces a concept that a more family supportive work environment can assist employees' concerns about assuaging that spending time and energy on their family affairs which could break their careers. Therefore, it can be speculated FSOP is an indicator to measure whether employee in a working environment might can lower WFC/FWC (Lapierre et al., 2008). Notably, family supportive organization perceptions are negatively correlated with WIF and FIW (Booth & Matthews, 2012). In recent years, researchers have demonstrated the negative correlation between family supportive organization perceptions and the six-dimension theory of work family conflict from 27.

(37) Greenhaus and Beutell (1985). Based on their findings, Lapierre et al. (2008) proposed that family supportive organization perceptions can reduce work-family conflict, on the contrary; it is negatively correlated with life satisfaction (Booth & Matthews, 2012; O’Driscoll et al., 2003). All in all, the existing literature on family-supportive organization perceptions is still limited and constructed. Moreover, there were some studies of family supportive organization perceptions have been experienced with work family conflict, but less attention has been paid to this process in the literature (Booth & Matthews, 2012; Lapierre et al., 2008; Shockley & Allen, 2007). Last but not least, it is quite significant to realize the reason why these programs of organizational friendly support are taking up to such a high proportion of the relationship in the employees’ coordinating the overall work-family domains between well-being and psychological health (Thompson & Prottas, 2006). Therefore, family supportive organization perceptions may function as an important moderator for the relationship between WFC/FWC and workplace well-being. Therefore, the following hypothesis is developed: Hypothesis 5. Family supportive organization perceptions will moderate the relationship between work family conflict and workplace well-being. Hypothesis 6. Family supportive organization perceptions will moderate the relationship between family work conflict and workplace well-being.. 28.

(38) CHAPTER Ⅲ. METHODOLOGY. The chapter put focus on the introducing of research framework, study hypotheses, sample, data collection, measurement and questionnaire design. Eventually, the research processes were included.. Research Framework. In this study, the independent variables (X) are work family conflict and family work conflict. The dependent variable (Y) is workplace well-being. Mindfulness and family supportive organization perceptions are the moderators among the relationship of work family conflict, family work conflict and workplace well-being. The research framework is shown in Figure 3.1. Mindfulness. Work family conflict. H3. H1. H4 Workplace well-being. Family work conflict. H2. H5. H6. Family supportive organization perceptions. Figure 3.1. Research framework. 29.

(39) Research Hypotheses. The hypotheses of the present study are contented as followed according to the research purpose and previous literature review: Hypothesis 1. Work family conflict is related to workplace well-being. Hypothesis 2. Family work conflict is related to workplace well-being. Hypothesis 3. Mindfulness will moderate the relationship between work family conflict and workplace well-being. Hypothesis 4. Mindfulness will moderate the relationship between family work conflict and workplace well-being. Hypothesis 5. Family supportive organization perceptions will moderate the relationship between work family conflict and workplace well-being. Hypothesis 6. Family supportive organization perceptions will moderate the relationship between family work conflict and workplace well-being.. Research Procedure. Identify the Research Topic With several discussions about the interested research topic with my thesis advisor, and spending so much times on reviewing the correlative literatures simultaneously. Finally, the research topic primarily focused on the employee experiencing the workplace well-being, as they faced the work family conflict and family work conflict.. 30.

(40) Review the Literature The researcher obtained more related knowledge and deeper understanding of variables, work family conflict, family work conflict, workplace well-being, mindfulness and family supportive organization perceptions through continuously researching the literatures.. Finalize the Framework and Instruments After framing the paper, the researchers continued to search for appropriate scales for each variable. Furthermore, the reliability and validity of each measurement were tested. Finally, the questionnaire was selected for each variable and consulted with thesis advisor. With the comprehensive discussion, modified the corresponding adjustment for this study.. Establish the Research Background, Purpose, Questions and Hypotheses Recent researchers started to focus on workplace well-being in the recent decade, and the interaction of moderating effects on mindfulness and family supportive organization perceptions. In addition, the researchers basically focused on employees working in Taiwan. On the basis of consulting the relevant literature, this study put forward to the research background, research purpose, questions and hypotheses.. Conduct the Pilot Test Executing a pilot test was a must process for checking the internal variable reliability of the data.. Collect the Data The responders of this study were chosen by convenience sampling and snowball sampling. The online questionnaire showed clear guidance and research purpose and was sent over the Internet. Finished the data collection process around two months later.. 31.

(41) Analyze the Data and Discuss the Results Researcher took statistical software including AMOS and SPSS to do the data analysis after collecting. Descriptive analysis, Pearson correlation analysis and Hierarchical regression analysis were executed in this study. In the end of the process, took the literature review and analytical data to discuss the conclusion of the study.. 1. Identify the Research Topic. 2. Review the Literature. 3. Finalize the Framework and Instruments. 4. Establish the Research Background, Purpose, Questions and Hypotheses. 5. Conduct the Pilot Test. 6. Collect the Data. 7. Analyze the Data and Discuss the Results. Figure 3.2. Research process. 32.

(42) Research Sample. The sample in this study were employees from different kinds of industry to broadly take into consideration a wide a variety of representatives. The research primarily focuses on employees in Taiwan with full time jobs. Moreover, this study tried to hand out the questionnaires to the workers from multiple organizations, companies, occupation and level of management background. Snowball sampling and convenience sampling were used to collect the data.. Data Collection. This study was about to start to implement the data collection from April to June in 2019. The questionnaire was conducted in the form of online questionnaire. The link and the QR code were sent synchronously to the target samples by social media (e.g. Facebook, Line). There were total 70 items in the questionnaire, with the collecting methods of snowball and convenient sampling. Participants would receive a link about the questionnaire and were encouraged to distribute it to their friends, relatives or family members who were qualified. All the answers of questionnaires were anonymous and confidential only provided for research purpose. In the end, there were 306 respondents from all walks of life.. Questionnaire Design. The questionnaire consisted of four parts and it measured five research interest variables: work family conflict, family work conflict, workplace well-being, mindfulness and family supportive organization perceptions. By reason that our target samples were from different kinds of industry organization employees in Taiwan, all the questions were translated into 33.