In present day job scenario with considerable increase in dual career couples, employees are increasingly occupying both work and family roles simultaneously and they have to deal with job-related demands that place limits on the performance of family role and vice versa. The increase in dual-career couples and single-parent households and the decrease in traditional, single-earner families mean that responsibilities for work, housework, and childcare are no longer confined to traditional gender roles (Byron, 2005).

Conflict between work and family domains tends to stem from the conflict between the roles. Several studies revealed that work and family are not two separate domains as they are highly interdependent, having a dynamic relation with one another. While family life is affected by the factors at work, the reverse is also experienced (Trachtenberg et al., 2009 and Namasivayam and Zhao, 2007). Employees often find themselves struggling to juggle the competing demands of work and family. The excessive pressure and scarcity of free time may adversely affect their ability to cope. This can lead to dissatisfaction, absenteeism, poor personal relations, and decreased work performance (Davidson and Cooper, 1992 and O’ Laughlin and Bischoff, 2005). Thus, it is essential to establish a successful balance between work and family domains so that several demands in both domains could be met efficiently, and the required resources could be attained and used easily (Bass et al., 2008). As such the subject of conflict between the work and family life domains generally referred to as work-family conflict has become the area of great interest for researchers. Studies indicate that work-family conflict creates negative consequences for both the individuals and the organizations. Empirical studies conclude that there is positive correlation between work-family conflict and the impacts on individuals, such as drinking alcohol, exhaustion, work depression, work anxiety and physical problems (Warner and Hausdorf, 2009 and Rotondo et al., 2003). Not being limited only to the employees and their families, work-family conflict leads to many other organizational consequences, such as work dissatisfaction, low performance, organizational commitment, irregular attendance at work and high turnover rate (Willis et al., 2008 and Kim et al., 2005).

The most common outcomes associated with work-family conflict are higher instances of job and family distress, poor health outcomes, and decreased job and life satisfaction (Warner, 2005). Sometimes, it leads to broken homes, and polygamy or an unexpected marriage. Nicole (2003) revealed that work-family conflict was caused by factors from both the work and home situations. Changing trends witness more and more women participating in paid employment while maintaining their traditional roles .They are required to deal with job-related demands which place limits on the performance of their family role. This trend results in work-family conflict as women try to cope with conflicting demands of work and the family (Aminah, 1995). The work-family conflict experienced by married working women as they try to juggle the many roles they perform, along with their frustrations while searching for ways to deal with these conflicts, also reduce the level of work, family and life satisfaction women experience (Sekaran, 1986).Most of the research in work-family interface has been done in Western cultures. As a result, relatively little is known about work-family interface in the non-Western cultures. In light of sprawling literature in the field, the current research aims to identify relationship between work family conflict (both directions) and job satisfaction in faculty teaching in colleges.

Work-family Conflict:

Work family conflict is an inter-role conflict in which the role pressures from work and family domains are mutually incompatible in some respect (Carmeli, 2003). Work-family conflict is defined as a consequence of inconsistent demands between the roles at work and in the family. In other words, work-family conflict exists when the expectations related to a certain role do not meet the requirements of the other role, preventing the efficient performance of that role (Greenhaus et al., 2006). Kahn et al. (1964) defined work-family conflict as a form of interrole conflict in which the simultaneous occurrence of two (or more) sets of pressures is in such a way that compliance with one would make compliance with the other difficult. The interrole conflict occurs because it is not possible for the focal person to satisfy all expectations of his or her work and family roles since each role requires time, energy and commitment. Married working women are susceptible to work-family conflict because of the incompatible demands of work and family roles (Greenhaus and Beutell, 1985) and this conflict could result in negative consequences. Based on the work of Kahn et al.(1964), Greenhaus and Beutell (1985) conceptualized work-family conflict as a form of interrole conflict in which the role pressures from the work and family domains are mutually incompatible, such that participation in one role makes it more difficult to participate in the other. Work-family conflict is a common problem among employees; it is an undesirable situation and it negatively affects quite a number of other areas within and outside the family, these include: an increase in prolong fatigue, high level of absenteeism at the work, and labour turnover intentions, among others (Nicole, 2003).Work-family conflict occurs when an individual has to perform multiple roles: worker, spouse and in many cases, parent. Each of these roles imposes demands requiring time, energy and commitment. Studies have also distinguished two components or dimensions of work-family conflict: when activities related to work interfere with family responsibilities also known as Work to Family conflict or Work Interference with family (WIF) and when activities related to the family interfere with work responsibilities known as Family to Work conflict or family interference with work (FIW) (Gutek et al., 1991). WFC and FWC have been found to have similar relationships with particular outcomes. Both FWC and WFC have shown a negative relationship with work outcomes such as job satisfaction and organizational commitment (Carlson et al., 2010, Carly et al. 2002 and Netemeyer et al.,1996).Research reveals that work to family conflict is more prevalent than family to work conflict (Warner, 2005). Therefore, it is critical for employers to become aware of practices that can be implemented in order to reduce employees’ work family conflicts.

Job Satisfaction:

Job satisfaction refers to the degree to which people like or dislike their job. Job satisfaction could be defined as a pleasurable emotional state resulting from the appraisal of one’s job, an effective reaction or an attitude towards one’s job. In other words, job satisfaction implies the extent to which people like their job and dislike it. Weiss (2002) argues that job satisfaction is an attitude; it refers to how content an individual is with his or her job. A low level of job satisfaction predicts negative attitudes and behaviour in the work context, such as Absenteeism, external turnover and reduced productivity (Spector, 1997). Given these negative consequences, an analysis of the factors that determine this satisfaction or dissatisfaction is of great interest to employers as it can facilitate and improve the creation of programmes that are designed to increase job satisfaction and, as a result, reduce negative behaviour. Among others, the characteristics of the job itself and the employees’ work values have been identified as factors that may predict satisfaction and dissatisfaction. Various researches have been carried out on factors that could influence teachers’ job satisfaction such as availability of resources, teacher - student ratio, institute environment, work culture, prompt payment of salary, and feelings of successful teaching among others. Interestingly, teachers have different factors that could influence their job satisfaction. Job satisfaction has been also demonstrated to be closely related to commitment, turnover, job performance, productivity and burnout (Khaleque et al., 1992 and Cooper and Kelly, 1993).

Review of literature on work-family conflict and job satisfaction:

March and Simon (1958) in a classic model of job satisfaction posited that job satisfaction was influenced by the compatibility of the work requirements with other roles. As work and family roles are the two most important life roles for most people (Mortimer et al., 1986), an incompatibility between them is likely to create tension and negative feelings. Job dissatisfaction as one of the consequences of work-family conflict has been examined by many researchers ( Bruck et al., 2002; Karatepe and Tekinkus, 2006; Lu et al., 2006; Lu et al.,2008; Namasivayam and Zhao, 2007; O’ Driscoll et al.,2004; Thanacoody et al., 2009 and Wayne et al., 2004).According to the role theory, the expected relationship between work-family conflict and job satisfaction is such that an increase in work-family conflict reduces the level of satisfaction (Frone et al., 1992 and Kopelman et al., 1983). This hypothesised negative relationship has been found in most studies (e.g. Adams et al., 1996; Boles, 1996; Carlson et al., 2000 and Netemeyer et al., 1996 ), although not in all (e.g. Aryee et al., 1999; Beutell and Wittg-Berman, 1999;Lyness and Thompson, 1997; O’ Driscoll et al.,1992 and Thompson and Blau, 1993). The results of some studies support the proposition that the relationship is stronger in women than in men (Bruck et al., 2002; Grandey et al., 2005; and Kinnumen et al., 2004). Although there are also other studies, such as that carried out by Parasuraman et al. (1992) in which the work-family conflict was found to have a negative relationship with job satisfaction among men, but not among women. The relationships between job satisfaction and both work-family conflict and family-work conflict are more important in today’s societies becoming modernized. The consequences of the conflict could be seen as a reduction in the level of an individual’s satisfaction from his/her job, family, or life (Burke and El-Kot, 2010 and Ryan and Sagas, 2009). Aryee (1992) carried out a study on married professional women from dual-career families in Singapore. All the work-family conflict dimensions studied (job spouse conflict, job-parent conflict and job-homemaker conflict) were negatively related to job satisfaction. A significant relationship between work-family conflict and job satisfaction was also established by Aminah (1996) who examined the path associations among work-family conflict, job satisfaction, family satisfaction and life satisfaction among women researchers in Malaysia. Lee and Choo (2001) studied the work-family conflict among married Singapore women entrepreneurs. They reported that work-family conflict was negatively and significantly correlated with outcome variables including job, marital, and life satisfaction. Significant negative correlations between work-family conflict and job satisfaction were also reported by Bhuian et al. (2005) and Wayne et al. (2004). Therefore, the link between WFC and job satisfaction enables practitioners to support interventions designed to decrease WFC. On the basis of the above discussion, the aim of this study is to pursue the following research propositions in the education sector.

1. To investigate the relationship between work to family conflict and family to work conflict.

2. To investigate the relationship between work to family conflict and job satisfaction.

3. To investigate the relationship between family to work conflict and job satisfaction.

METHOD:

Sample and Procedure:

The sample of this present study consisted of faculty teaching in various colleges. Data were collected by using self-administered questionnaires through the drop and collect method. The questionnaire was distributed to 170 faculty members teaching in various colleges of Ludhiana and 110 of the questionnaires turned back with 105 usable questionnaires.

Measurement:

Work-Family Conflict and Family-Work conflict - Work-to-family conflict and family-to-work conflict were assessed using two separate scales developed and validated by Netemeyer et al. (1996). They defined work family conflict 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 et al., 1996). Family-work conflict is defined as “a form of interrole conflict in which general demands of, time devoted to, and strain created by the family interfere with performing work-related responsibilities” (Netemeyer et al., 1996 ).The WFC and FWC scales each consist of five items. The WFC subscale had coefficient alpha reliability estimates of 0.88, 0.89 and 0.88 across the three samples while the FWC subscale had alpha coefficients of 0.86, 0.83 and 0.89 across the same three samples. Netemeyer et al. (1996) tested construct validity for the WFC and FWC scales by making predictions regarding their relationships to various on-job and off-job constructs. Additionally, the intercorrelation between WFC and FWC was 0.33, suggesting that WFC and FWC are distinct but related constructs. Kelly D. Hennessy (2005) in his scale validation study on work family conflict –self efficacy scale with a sample of working mothers found the coefficient alpha for the WFC scale as 0.91, while the alpha for the FWC scale was .88. The intercorrelation between the WFC scale and the FWC scale was 0.50. Using a 7-point Likert scale, participants were asked to indicate the extent to which they agree with each item. The responses range from 1 (strongly disagree) to 7 (strongly agree). High scores indicate high levels of work/family conflict, while low scores indicate low levels of work/family conflict. A sample item from the work-family conflict scale is: “Things I want to do at home do not get done because of demands my job puts on me.” A sample item from the family-work conflict scale is: “My home life interferes with my responsibilities at work such as getting to work on time, accomplishing daily tasks, and working overtime.”

Job Satisfaction:

Smith, Kendall, and Hulin developed the Job Descriptive Index in 1969. Smith et al. (1969) argue that that job satisfaction is composed of five different areas: work on present job, present pay, and opportunities for promotion, supervision, and people on your present job. A brief description of each of the five areas follows.

Work on Present Job:

This scale is designed to measure how people feel about the job they are currently doing. It measures how satisfied an employee is with the work. The questions related to this area are designed to measure the different facets of a job including: “opportunities for creativity and task variety, allowing an individual to increase his or her knowledge, and changes in responsibility, amount of work, autonomy, job enrichment and job complexity.”

Present Pay:

This scale measures how a people feel with their pay and the difference between what people are actually getting and what they believe they should be getting. This area is influenced by various factors: the pay of employees doing the same job, the financial situation of the employee, the pay the employee received on previous jobs, and the economy.

Opportunities for Promotion:

This scale measures how the employees feel about the procedures that the administration follows in accordance with giving promotions. The different factors that create satisfaction with promotions are “frequency of promotions, the importance of promotions, and the desirability of promotions.”

Supervision:

This scale of the Job Descriptive Index measures how satisfied people are with their supervisors. Typically, if supervisors are employee-centered, meaning that they take interest in their employees and listen to them, than the employees are more satisfied with their supervisors. Employees also find more satisfaction with supervisors if the supervisors are deemed competent with their job.

People on Your Present Job (Co-workers):

This scale looks at the relationship and satisfaction that the employees have with their co-workers. This area of satisfaction is measured by how well employees get along with each other and how well they look up to their fellow employees. Internal reliability was conducted on the 1997 version of the Job descriptive Index with the Job in General scale from over 1600 cases and was found to be high with coefficient alphas of reliability ranging from 0.86 to 0.92 (Balzer et al., 1997). Work on present job had a coefficient of 0.90. Present pay had a coefficient of 0.86. Opportunities for promotion had a coefficient of 0.87. Supervision had a coefficient of 0.91; the co-workers scale had the same coefficient (0.91).

Statistical Analysis:

Descriptive statistics were computed to present the main characteristics of the subjects. Correlation coefficients were calculated to examine the relationships between work-family conflict and family work conflict, work family conflict and job satisfaction, family-work conflict and job satisfaction.

RESULTS:

The mean age of respondents was 30.4 (SD = 7.31) with 47.62% of respondents aged between 26-35 years. 88.5% of the respondents are females and 11.42 % are males. (Table1) The mean score for work-family conflict on a seven -point scale was 4.23 (SD = 1.45), family-work conflict 2.61 (SD = 1.28) and job satisfaction 3.09 (SD = 0.19) (Table 2). It is noted that work-family conflict is higher than family-work conflict for faculty working in colleges. An examination of Table 3 depicts the mean and standard deviations for scales of job descriptive index. Correlational analysis results revealed that there were significant correlations between work -family conflict and family-work conflict (r=0.39).Work-family conflict was negatively related to job satisfaction (r=-0.011) though the relationship is not statistically meaningful. However, family work conflict was found to be positively related to job satisfaction (r= 0.18) (Table 4). The relationship between WFC and FWC is low, though meaningful. It is also noted that there is a low negative correlation between job satisfaction and work-family conflict. Considering the findings, it is concluded that faculty in colleges experience work-family conflict more than they experience family-work conflict. (see Table 2). Correlations related to WFC, FWC and JDI scales are given in Table 5

Table 1: Characteristics of respondents

Characteristic	Frequency	Percentage	Mean	SD
Age (years)
≤ 25	30	28.6	30.4	7.3
26 – 35	50	47.6
36 – 45	21	20
>45	4	3.8
Gender
Male	12	11.4
Female	93	88.5

Table 2: Mean and Standard Deviation of variables

Variable	Mean	Standard deviation
Work family conflict	4.23	1.45
Family work conflict	2.61	1.28
Job satisfaction	3.091	0.19

Table 3: Descriptive Statistics for Job Descriptive Index (Job Satisfaction Scale)

Scale	Mean	Standard deviation
Work	3.47	0.34
Supervisor	3.03	0.30
People	3.07	0.28
Pay	2.86	0.46
Promotion	3.03	0.41

Table 4: Correlation among Variables

Variable	WFC	FWC	Job satisfaction
Work family conflict	-	0.392	-0.011
Family work conflict	0.392	-	0.182
Job satisfaction	-0.011	0.182	-

DISCUSSION:

The main aim of this research is to study the relationship between work-family conflict (both dimensions) and job satisfaction. This study has been made with faculty working in colleges which demand a lot of input and have altogether different work culture. One of the significant findings in this study is that faculty experience WFC more than they do FWC. The previous studies indicated that family domain was more permeable compared to work domain, adding that in practice understanding WFC was more important than understanding FWC, and that WFC was more often experienced than FWC (Garies et al.,2009; and Anderson et al., 2009). Studies carried out in the USA propose that WFC was more often experienced since continuous work demands create stress (Yang et al., 2000). A recent study carried out with 2031 people in the USA shows that the averages of the experienced WFC and FWC are very close (Garies et al., 2009). A study with nurses in 10 European countries states that WFC is more often experienced than FWC in each of these countries. Similar results were obtained in a study carried out in Israel with 213 computer experts and lawyers (Cinamon and Rich, 2005).Another finding in this study is that there is a low level and positive relation between WFC and FWC. These findings were consistent with the findings of Frone et al. (1992). The other significant finding in this study is moderate level of job satisfaction of faculty working in colleges who make up the sampling of the research. The findings of this study are significant in the sense that, though, teaching employees in this sector are moderately satisfied with the various facets of their jobs, educational institutions must develop and maintain successful strategies so as to increase job satisfaction of faculty who is responsible for the quality and efficiency of educational institutions. The main purpose of this study was to find out whether the WFC of the faculty affect their job satisfaction. It is noted that there is a very low, reverse-direction relation between WFC and job satisfaction. There also exists very low positive relationship between FWC and job satisfaction. The results are not consistent with the study carried out with IBM employees in 48 different countries, where a high relationship is noted between WFC and job satisfaction (Hill et al., 2004). Some studies in the related literature show that the relationship between work-family conflict, job satisfaction and turnover intentions is much stronger among individuals working in Australia, Canada, New Zealand, UK and US than among those working in Asia and Latin America (Brough and Kalliath, 2009).Among various parameters of job satisfaction used in JDI scales, faculty is most satisfied with the type of work in education sector and least satisfied with pay. There is no significant correlation between WFC and FWC with JDI scales. However there is low positive relationship between FWC and satisfaction with pay.

CONCLUSION:

This study is important in the sense that it gives relevant information about the relationship between work-family conflict and job satisfaction in education sector. Moreover, this study is expected to contribute to the literature related to Work Family Conflict and job satisfaction concerning faculty. The theory and previous literature findings reveal significant relationship between Work to Family Conflict, Family to Work Conflict and job satisfaction which is not supported in the present study.

Limitations and Future Research:

There are certain limitations related to the generalization of research findings. One is that self-reported data has been referred to in this research. Secondly, majority of the sample is made up of females since faculty in colleges is more females than males. In further studies, it would be worthwhile to carry out a similar study with a sample made up of equal number of males and females to investigate the impact of gender, too. It is significant to focus on the relationship between WFC and job performance in further studies. Carrying out similar studies especially in other sectors and comparing the results would contribute greatly to the related literature. It is also worthwhile to focus on the relationship between the conflict and occupational stress.

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Received on 22.01.2017 Modified on 14.02.2017

Asian J. Management; 2017; 8(3):542-548.

DOI: 10.5958/2321-5763.2017.00087.7

Variable	WFC	FWC	Work	Supervisor	People	Pay	Promotion
WFC	-	0.39	-0.06	-0.001	-0.034	0.054	-0.01
FWC	0.39	-	-0.04	0.12	0.07	0.24	0.05
Work	-0.06	-0.04	-	0.34	0.25	0.03	-0.03
Supervisor	-0.001	0.12	0.34	-	0.28	-0.06	0.05
People	-0.03	0.07	0.25	0.28	-	0.35	-0.03
Pay	0.054	0.24	0.03	-0.06	0.35	-	-0.03
Promotion	-0.01	0.05	-0.02	0.05	-0.03	-0.03	-