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The downside of coping: Work–family conflict, employee burnout and the moderating effects of coping strategies

Published online by Cambridge University Press:  02 February 2015

Jarrod M Haar
Jarrod M Haar*
Affiliation:
Department of Strategy & Human Resource Management, University of Waikato, Hamilton, New Zealand
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Abstract

This study explored the relationship between work–family conflict and employee burnout, with a sample of 203 New Zealand government workers. Two types of conflict (work–family and family–work) were significant predictors of employee burnout. This supports the bi-directional nature of work–family conflict. In addition, the moderating effects of employee coping strategies were explored. Positive thinking coping had no significant effect on either work–family or family–work conflict and burnout. Direct action coping intensified the negative relationships for both work–family and family–work conflict, with employees coping through working harder suffering intensified burnout effects. In addition, resignation coping also intensified the family–work conflict and employee burnout relationship. The implications for employers and employees are discussed.

Keywords

emotionscoping strategieswork–family conflictemployee burnout
Type
Research Article
Information
Journal of Management & Organization , Volume 12 , Issue 2 , September 2006 , pp. 146 - 159
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2006

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