Purpose Drawing on the Work–Home Resources (W-HR) model and the frustration-aggression framework, this study investigates the potential unintended consequences of family motivation in the workplace. Specifically, it examines whether family motivation can indirectly lead to deviant workplace behavior through family-work conflict (FWC) and how this relationship is influenced by emotional family support and pay satisfaction. Design/methodology/approach Two empirical studies were conducted using two-wave survey data from working adults. Hierarchical regression analysis and moderated mediation analyses were employed to test the hypotheses. Findings The results revealed that family motivation is positively associated with FWC, which in turn predicts higher levels of workplace deviant behavior, WDB. Emotional family support unexpectedly strengthened the relationship between family motivation and FWC. Pay satisfaction significantly weakened the indirect relationship between family motivation and WDB via FWC. Practical implications Organizations should consider integrating external support systems such as counseling and childcare referrals. Additionally, employers may explore opportunities to indirectly engage family members through optional educational resources or community-based workshops that promote realistic expectations and healthy boundaries. These measures can help prevent resource depletion, reduce workplace deviance, and support more sustainable work-family integration. Originality/value These findings challenge the assumption that moral or prosocial motives are uniformly adaptive and highlight the need to examine the boundary conditions under which such motives may become counterproductive. This study contributes to a more nuanced understanding of family motivation and offers practical implications for managing work-family dynamics in organizational settings.
Zhang et al. (Mon,) studied this question.