| Abstract [eng] |
116 pages, 45 charts, 11 pictures, 221 references. The main purpose of this master thesis is to assess the effect of work – family conflict on perceived organizational support and work engagement, and to present findings and practical recommendations for organizations. The work consists of three main parts; the analysis of literature, the research and its results, conclusion and recommendations. The literature review presents the conception of employee perceived organizational support, work engagement, and work-family conflict. Are presented the definition and factors of perceived organizational support, are analyzed and presented the genesis, dimensions, and determinants of work engagement. In parallel, the paper presents the concept of work-family conflict and its causes. The analysis of the literature concludes with the results of the empirical studies carried out and the links between the above-mentioned variables.Literature analysis reviews the development of quality management theories, presents the main. A quantitative mediation analysis study involving 464 social service workers was carried out to determine the mediating effects of work-family conflict and its latent factors on employees' perceived organizational support and engagement in work. A quantitative structured questionnaire was used to collect data, with an overall construct Cronbach's α = 0.85, indicating high scale reliability. The data were processed in SPSS 27.0 with the A. F. Hayes PROCESS macro plug-in. The study found that work-family conflict is negatively related to work engagement, while perceived organizational support is positively related to work engagement and acts as a mitigating factor for work-family conflict. Overall, the results of this study suggest that perceived organizational support can increase work engagement and reduce work-family conflict among social service workers. Work-family conflict, as a mediating variable, most strongly mediated the relationship of perceived organizational support with work engagement when compared to family-work conflict and bidirectional conflict (work-family and family-work). Testing the mediation of the individual latent factors of work-family conflict, it was found that strain-based work-family conflict had the strongest mediating effect on the relationship between perceived organizational support and work engagement, while time-based work-family conflict did not affect the latter relationship. In contrast, behavior-based work-family conflict, as a mediating variable, had a very weak effect. Notably, strain-based work-family conflict as a mediating variable mediated the relationship between perceived organizational support and work engagement most strongly in general. When examining the mediation of the latent factors of work-family conflict, it was found that neither time-based nor behavior-based work-family conflict mediated the relationship between perceived organizational support and work engagement. Here, behavior-based family-work conflict showed a particularly weak mediating effect on the latter relationship. Due to the impact of scientific novelty and limited research of examining the mediating effects of work-family conflict and its latent factors on the relationship between perceived organizational support and work engagement suggests that this further research should be pursued in the academic community. Moreover, practitioners should focus on the benefits of perceived organizational support in enhancing employee engagement at work and the mediating effects of work-family conflict as a way of addressing human resource challenges, given the positive impact of perceived organizational support on engagement and work-family conflict on these relationships. |
