Observational analysis reveals supervisor support buffers work-to-personal conflict impact on employee performance in IT and banking sectors, indicating a role for organizational culture.
Purpose This study examines the impact of Organizational Culture (OC) on employees’ ability to manage Work-to-Personal conflict (WPC) and its subsequent effect on Individual Work Performance (IWP). This study aims to deepen understanding of how OC can shape the work–personal life interface and highlights the role of Supervisor Support (SS) in buffering the negative effects of WPC on IWP of employees. Design/methodology/approach Data were collected from 478 employees in the Information Technology (IT) sector and 467 employees in the Private Banking sector in India. The analysis was carried out using IBM SPSS Statistics Version 22 and IBM SPSS AMOS Version 24 software. Findings The results of both studies indicate that SS moderates the WPC–IWP relationship better when WPC is low. WPC partially mediates the OC–IWP relationship. OC is negatively related to WPC and positively related to IWP. WPC is negatively related to IWP. Originality/value This study makes a significant contribution to the literature by exploring the role of OC, specifically supportive supervision and temporal flexibility, in mitigating WPC, an area that remains underexplored in work–life research. It offers novel insights into how supportive supervision can sustain employee performance amid work–life challenges.
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Banerjee et al. (2025) studied this question.
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