Factors Affecting Work-Family Conflict: A Quantitative Approach

Abstract

Work-family conflict (WFC) has become a critical issue in modern organizational settings, affecting individuals' psychological well-being, job satisfaction, and family life. This study investigates the key factors contributing to WFC by integrating theoretical frameworks such as Role Theory, Conservation of Resources Theory, Social Support Theory, and Border Theory. Ten key variables were examined, including family demand, longer working hours, commitment to family, work schedules, high work demands, individual perception, traditional gender roles, unsupportive family members, demand for leisure time, and personal problems. Using a quantitative approach, data were collected from 100 participants across various industries in Bangladesh. The findings reveal that family demands, irregular work schedules, high work demands, and unsupportive family members significantly contribute to WFC, while commitment to family and positive perceptions of work-family balance reduce conflict. These insights provide actionable recommendations for organizations and policymakers to develop flexible work arrangements, supportive workplace environments, and strategies to mitigate WFC, fostering a better work-life balance for employees. This study contributes to both theoretical understanding and practical applications in managing WFC effectively.