Organizational work–family support as universal remedy? A cross-cultural comparison of China, India and the USA

Abstract

In both industrialized and emerging countries, organizations increasingly seek to support employees’ efforts to maintain a healthy work–family balance. Research has identified two types of organizational support in this context: formal work–family programs and informal work–family cultures. This study examines the relative effects of work–family programs versus work–family culture on employees’ job satisfaction and performance in various cultural environments. Drawing on the individualism–collectivism cultural dimension introduced by Hofstede, it is argued that employees’ cultural background may affect family models, which in turn determine employees’ need for formal organizational work–family support, but are not related to employees’ need for informal support. In line with this notion, the results from comparisons of an industrialized country (the USA) with two emerging countries (China and India) show that work–family culture has positive effects in all three contexts. However, formal work–family programs positively affect job satisfaction and job performance only in India and the USA, whereas they exhibit no significant effect in the more collectivist setting of China.

Keywords::

• collectivism
• cross-cultural
• individualism
• organizational work–family support
• work–family culture
• work–family programs

Disclosure statement

No potential conflict of interest was reported by the authors.

Additional information

Funding

This work has been co-funded by the Social Link Project within the Loewe Program of Excellence in Research, Hessen, Germany, and the Förderverein für Marktorientierte Unternehmensführung, Marketing & Personalmanagement e.V.