Stress at the Crossroads: Work–Family Conflict and Work Withdrawal Behavior

Abstract

This study examines supportive work–family culture as a predictor of work-to-family and family-to-work conflict and its impact on perceived stress and work withdrawal behavior, with the moderating role of work–-home segmentation preference. Data were collected from 564 employees in the South Korean hotel industry. Results demonstrated that supportive work–family culture was negatively related to work–family conflict, while both work-to-family and family-to-work conflict was positively related to perceived stress, which in turn was related to work withdrawal behavior. These findings highlight the importance of a supportive work–family culture for sustainable workforce management, promoting employee well-being, and reducing turnover. Additionally, the moderating effect of work–home segmentation preference was significant, indicating that as work–home segmentation preference increases, the negative impact of supportive work–family culture on both types of work–family conflict decreases. The study discusses the theoretical contributions and practical implications related to sustainable strategies in human resources management within the hotel industry.

1. Introduction

Hotel industry employees are often challenged with long work hours and work overload, making their work and family (personal) life stressful. Work–family conflict (WFC) refers to the stress experienced by individuals due to the inherent tension between work and family obligations, where the demands of each domain can impede effective participation in the other [1,2]. They further argued that work–family conflict and family–work conflict have a reciprocal relation. Work-to-family conflict (WIF) arises when work demands encroach upon family life, while family-to-work conflict (FIW) emerges when family obligations hinder work performance. WFCs are not confined to married women with young children but across all demographics, including gender, age, marital status, occupation, work and family demands, differences in generational values, and an increasing number of women entering the workforce [3,4]. WFC is evident across all industries, and the hotel industry is no exception to this. Stress resulting from the need to comply with difficult and demanding customers, work overload, and irregular work timing has fueled the WFC of employees in the hotel industry [5,6]. Accordingly, understanding the dynamics of work–family conflict is essential for sustainability in the workplace. A supportive work–family culture can reduce stress and withdrawal behaviors, leading to a more engaged and productive workforce. This not only benefits individual employees but also enhances organizational resilience and sustainability [3].

Research indicates that WFC ranks among the top ten stressors, leading to a measurable decline in both individual and organizational performance [7]. The resultant stress leads to withdrawal from work, as well as the profession. Although work–family conflict as a cause for turnover intention is widely documented in hospitality literature [8,9], to date, to the author’s knowledge, no studies in the hospitality context have focused on the impact of WFC on the physical and psychological dimensions of work withdrawal behavior (WWB) simultaneously. WWB includes psychological withdrawal behavior (low job involvement) and physical withdrawal behavior (lateness, absenteeism, and turnover intention) [10]. WWB is progressive, lateness being a lesser serious form and turnover being more serious. It is critical to examine all the WWB since mild forms of withdrawal behavior escalate to more severe forms over time [11,12]. For instance, late arrival to work and absenteeism (for personal reasons) can be understood as the employees are overwhelmed by other roles/responsibilities that they have prioritized above their work. Work–family interferences are typical examples of this kind of situation. Lateness increases the workload of colleagues and will negatively impact employee morale. Lateness is not widely explored despite its significant implications. Similarly, some employees force themselves to turn up to work despite having a sick child at home. They may not be in a position to fully concentrate; hence, they psychologically distance themselves by not actively engaging in work (low job involvement), which can drop productivity by more than one-third [13]. Hence, it is believed that employees may not respond to WFC with one specific behavior (e.g., turnover) but with a set of behaviors that may exist simultaneously. Early interventions can help organizations identify initial withdrawal symptoms (e.g., lateness) before they propel to turnover (final withdrawal symptom).

The growing interconnectedness of the global economy necessitates a deeper examination of the work–family nexus across diverse national contexts. This study centers on South Korea, a nation experiencing a confluence of rising female labor force participation and persistent adherence to traditional gender roles [14]. This context necessitates an investigation of WFC within non-Western societies, particularly considering the growing economic significance of Asian countries. Furthermore, research indicates that developing nations tend to have the highest average work hours [15]. This trend undoubtedly compels a reevaluation of the work–family interface within collectivistic societies like South Korea, a characteristic well-documented in cross-cultural research [16,17,18,19]. Notably, firms in these countries are increasingly adopting family-friendly benefits to address the intensifying demands of work [20,21]. In light of these developments, a critical question emerges: does the emergence of supportive work–family cultures (SWFC) mitigate WFC within collectivistic contexts such as South Korea? SWFC refers to organizational practices and attitudes that promote employee well-being by facilitating the management of work and family demands. This study investigates the predictive role of SWFC on WIF and FIW within the South Korean context. Since WIF and FIW can predict work-related outcomes [22,23], it becomes important to consider the impact of both dimensions simultaneously. This study further examines the downstream consequences of WFC on perceived stress and WWB. Additionally, this study incorporates the concept of work–home segmentation preference (WHSP). This concept refers to an individual’s desire to keep work and family domains separate or integrated [24]. This study explores whether this preference moderates the relationship between SWFC and WFC. Understanding this potential moderating effect can provide valuable insights into effective work–family interventions tailored to individual preferences.

The present study contributes to the literature on work–family dynamics in several ways. First, it focuses on a collectivistic society, expanding the author’s understanding beyond the predominant Western lens. Second, it examines the interplay between SWFC, WFC, perceived stress, and WWB within this specific context. Finally, by investigating the moderating role of WHSP, this study offers a more nuanced perspective on how SWFC may influence employee experiences. The findings of this research can inform the development of culturally sensitive work–family policies and practices, ultimately promoting employee well-being in South Korea and potentially other collectivistic economies. Achieving the objectives of this study is crucial for sustainability because creating supportive work–family environments can lead to reduced employee stress and lower turnover rates, contributing to long-term organizational stability and sustainability. By fostering a healthy work-life balance, companies can enhance employee satisfaction and productivity, which are essential for maintaining a sustainable and resilient workforce.

2. Hypotheses Development

2.1. Theoretical Framework

The author applied Hobfoll’s Conservation of Resource (COR) theory as a primary theoretical framework for this study, which posits that individuals are motivated to obtain, foster, and preserve resources that they centrally value, such as health, well-being, and family [25]. In addition to COR theory, Eisenberger and Rhoades’ Organizational Support Theory (OST) offers a complementary perspective [26]. OST suggests that when employees perceive their organization as supportive, particularly through practices such as a supportive work–family culture, they are likely to reciprocate with positive attitudes and behaviors, reducing the likelihood of work withdrawal behavior [27,28]. This dual-theoretical approach allows for a more comprehensive understanding of the relationship between supportive work–family culture and work withdrawal behavior, as it captures both the resource-based and perceived support dimensions.

COR theory posits that stress emerges when individuals experience a depletion of their essential resources. Individuals strategically utilize their key resources not only to navigate stressful situations but also to cultivate a buffer for potential future challenges. Furthermore, the successful acquisition and retention of resources fosters a sense of self-efficacy within individuals, families, and organizations. This sense of self-efficacy translates to a belief in their capacity to overcome stressful adversities. As per COR theory, high levels of work demand, encompassing both quantitative workloads and interpersonal interactions, can lead to a state of resource scarcity. This scarcity arises because these demands necessitate significant expenditure of energy—physical, mental, and emotional. Additionally, an imbalance between work and family life can pose a threat to resource availability. WIF emerges when work demands consume a disproportionate number of resources, hindering their application in the domestic sphere. Conversely, FIW occurs when demands from home life exceed available resources, potentially impeding work performance. Hence, resources are lost while juggling work and home roles. In work–family literature, scholars have often examined resources as an antecedent [29]. SWFC, as a resource, assists individuals in coping with stressful events such as WFC. Employees affected by WFC may experience stress. This stress could eventually lead to WWB. In addition to this resource-based perspective, OST suggests that when employees perceive their organization as supportive, particularly through practices such as SWFC, it enhances their sense of being valued and cared for by the organization [28,30]. This perceived organizational support can mitigate the stress associated with WFC, thereby reducing the likelihood of WWB [30].

2.2. SWFC and WFC

Building upon the tenets of COR theory, prior studies have explored the intricate relationships between various resources and work–family interactions. Notably, research suggests that work environments characterized by strong family support exhibit an inverse association with both forms of work–family conflict [31,32]. SWFC is the extent to which employees believe that organizations are supportive and responsive to the needs of employees’ work and family lives [33,34]. Thompson and his colleagues found that in a work–family-supportive environment, employees reported lower levels of WFC [33]. Allen’s and Marescaux et al.’s studies reported that SWFC was instrumental in reducing WFC even when family-friendly benefits were available in the organization [35,36]. In addition, Bragger et al.’s and Heras et al.’s studies contended that there was a negative relationship between an organization’s SWFC and WFC [32,37]. They found a negative relationship between SWFC and both WIF and FIW. Fiksenbaum’s and Brown and Pitt-Catsouphes’s studies reported similar results [31,38]. Therefore, the following relationship is hypothesized:

H1. 

SWFC will negatively relate to (a) WIF and (b) FIW.

2.3. WFC and Perceived Stress

The interrelation between WFC and perceived stress is well documented theoretically and empirically. Aligned with COR principles, both WIF and FIW are posited to engender a heightened stress response. This phenomenon arises because the act of juggling work and family obligations necessitates the expenditure of resources, ultimately leading to a state of resource scarcity [39,40]. In Sharma et al.’s study, they empirically investigated the link between WFC and stress [41]. They reported that both WIF and FIW are associated with increased levels of stress. Therefore, it can be argued that a perceived depletion of resources associated with one role (work or family) hinders an individual’s capacity to effectively fulfill the demands of the other role (family or work). This, in turn, can lead to the development of negative attitudes towards both domains. As a result, the negative feelings lead to higher levels of stress. Liu et al.’s and Zhou et al.’s research has also empirically demonstrated the positive relationship between WFC interface and perceived stress [42,43]. Hence, the following is postulated:

H2. 

WFC (a. WIF and b. FIW) is positively related to perceived stress.

2.4. Perceived Stress and WWB

Although no direct literature documented the relationship between perceived stress and withdrawal behavior, there is independent literature supporting the relationship between perceived stress and dimensions of withdrawal behavior. For example, Applebaum et al.’s (2010) and Wen et al.’s (2020) studies found a positive relationship between perceived stress and turnover intention in the hospital setting [44,45]. Perceived stress was identified as a major contributor to absenteeism and high turnover [46,47]. Jacobson et al. conducted a study between 1988–1993 among 79,070 employees from 250 U.S. firms, and they found that perceived stress was a strong predictor of self-reported absenteeism [48]. These findings fit COR theory; those employees who experience stress will try to eliminate the resource drain by not involving in their work and/or quitting the organization. However, there is a paucity of research discussing the relationship between perceived stress, job involvement, and lateness. Stoliker and Kathryn’s and Azila-Gbettor et al.’s studies found that higher levels of perceived stress led to lower levels of academic involvement in a mid-size Canadian university [49,50]. Since the dimensions of withdrawal behavior (lateness, absenteeism, low job involvement, and turnover) are highly correlated [11], the current study assumes perceived stress is also positively related to WWB. Hence, it is hypothesized that

H3. 

Perceived stress is positively related to WWB.

From the above discussions, it is clear that SWFC is negatively related to WFC, which in turn is positively related to perceived stress, and perceived stress is positively related to WWB. Hence, it is also hypothesized that

H4. 

WFC (WIF and FIW) and perceived stress will sequentially mediate the relationship between SWFC and WWB.

2.5. Moderating Effect of WHSP

Segmentation preference is the degree to which one domain (home or work) is cognitively, emotionally, physically, and behaviorally kept separate from the other (work or home) such that the thoughts and feelings of one domain are not shared across the other domain [51]. “Segmenters” choose to keep “work at work” and “home at home” by separating work and family domains through “a mental fence”. Individuals employ boundary management strategies to segment the work and family domains since these domains are permeable. According to boundary theory, the ease of transitions between work and family boundaries influences individual preference on how segmented or integrated the two domains should be [52,53]. For integrators, the flow between the work and family domain is increased since they prefer to merge work and family, whereas, for segmenters, the flow is reduced since they prefer to segment or separate the two domains [54]. Individuals with a strong preference for segmentation exhibit a tendency to create distinct boundaries between work and family life. This distinct separation can impede the potential for spillover between these domains [55].

Segmentation preference as a moderator of WFC was previously explored in Derks et al.’s, Liu et al.’s, and Michel and Clark’s studies [24,56,57]. They consistently found that segmenters refrained from work-related thoughts, feelings, and behaviors at home, thus attenuating WFC. Employees who have high segmentation preferences tend to limit the transfer of resources from work to family [58]. Individuals with WHSP are less likely to cognitively, emotionally, physically, and behaviorally transfer work–family culture-related resources to their family, thus weakening the effect of SWFC on WIF. For instance, when an organization comes out with a new work–family culture benefit, high work–home segmenters are less likely to use it as a resource to reduce WIF. Hence, the researcher hypothesizes the following:

H5. 

WHSP will moderate the link between SWFC and WFC (WIF and FIW), such that the negative relationship is weaker when the WHSP is high rather than low.

3. Methodology

3.1. Participants and Procedure

The researcher collected the data from full-time employees in four- and five-star hotels in Seoul and Busan, South Korea, since employees in these categories of hotels are often exposed to stressful working environments [5]. Based on the hotel census database downloaded from the Korea Hotel Association (http://hotelskorea.or.kr, accessed on 6 January 2024), the researcher extracted the list of four- and five-star hotels in Seoul and Busan. To initiate participation in this research project, the researcher established contact with the HR directors of the selected hotels. This initial outreach involved clear communication outlining the study’s objectives and gauging their interest in contributing to the investigation. Six four-star and four five-star hotels from Seoul and Busan agreed to participate in the study. Power analysis was conducted to determine the sample size. G*power 3.1 software [59] recommended a sample size of 172 for the fixed model and an R² deviation from zero, medium effect size, and a power probability of 0.95. To ensure confidentiality, the researcher used Qualtrics to conduct an online survey. The HR departments of each hotel distributed the survey link via their internal bulletin boards. Participants read an introduction page explaining the survey’s purpose, confidentiality, anonymity, response method, time required, and the absence of questions asking for sensitive personal information. Following this, participants were asked to respond to an item seeking their voluntary consent to participate. Those who did not consent were directed to a survey termination page. Additionally, a question inquired if they had been working at their current hotel for at least six months; those who had not were also directed to a disqualification page. Participants who met these criteria proceeded to respond to the study’s measurement items, which were presented in a randomized order. The survey included attention-check items to identify and disqualify participants who responded carelessly or without reading the items, automatically redirecting them to the disqualification page. The data collection took place in February 2024. A total of 564 completely filled-in and usable surveys were received.

Regarding the profile of the respondents (see

Table 1. Respondents’ profile.

Variables		Frequency	Percentage
Gender	Male	185	33
	Female	379	67
Experience in the current hotel firm (years)	Less than 5	333	59
	5–10	204	36
	11–15	18	3
	16–20	9	2
Experience in the hospitality industry (years)	Less than 5	252	45
	5–10	251	45
	11–15	44	8
	16–20	10	2
	Greater than 20	7	1
Education	High school graduate	40	7
	2-year college degree	141	25
	4-year college degree	328	58
	Master’s degree	55	10
Marital status	Single	389	69
	Married	169	30
	Widowed	6	1
Department affiliation	Front office	51	9
	Housekeeping	85	15
	F&B	96	17
	Food production	72	13
	Other service departments	260	46
Employment status of spouse for married participants	Part-time	134	79
	Full-time	35	21
Number of children of the married/widowed participants	No children	133	76
	Children below 18 years	33	19
	Children away from home	9	5
Age of children of married/widowed participants	Infant (3–11 months)	2	2
	Toddler (1–2 years)	29	30
	Preschooler (3–4 years)	31	33
	School-age (5–12 years)	24	25
	13–19	7	7
	≥20	3	3

Note: All values are rounded off to the nearest whole number.

), 33% were male, and 67% were female. Women account for more than half of tourism employment in South Korea [60]. Nearly half of the respondents had more than 5 years of hotel industry experience, and the most experienced individual had accumulated 22 years in the field. The average age of the participants was 32 years. The minimum age was 22 years, and the maximum was 48 years, which is lower than what has been observed in other studies within the hospitality literature. This difference is largely due to South Korea’s weak social insurance system for older people, as noted in [61]. According to Lee’s report, labor force participation among older workers in South Korea has significantly declined, leading to fewer older individuals being employed in the hotel industry [61]. The educational qualification was more dispersed. Fifty-eight percent had a four-year college degree, while one-fourth had a two-year college degree. Ten percent had earned their post graduate qualification, and the remaining had high-school and other qualifications. Regarding marital status, 69% of the respondents were single, 30% were married, and 1% were widowed. Twenty-one percent of the respondents’ spouses were full-time employees, while 79% had their spouses employed part-time. Specifically, among married female respondents, 12% had spouses working full-time, and 77% had spouses working part-time. In contrast, among married male respondents, 9% had spouses working full-time, and 34% had spouses working part-time. This suggests that the majority of part-time employment among spouses is found within female respondents’ families, indicating a potential support resource for them. However, the relatively lower percentage of part-time employed spouses among male respondents suggests a different dynamic. These gender-based differences could influence how WFC is experienced and managed. The maximum number of children living with the respondents was three, and the age of the youngest child ranged between 7 months to 21 years. Out of the 30% of married respondents, 18.6% had children below 18 years at home, 4.8% were in the launching stage (children leaving home), and the rest were newly married (with no children). In particular, 90% of the respondents had school-aged children under 12 years old. Regarding the department affiliation, 9.2% were from the front office, 15.4% from housekeeping, 17.2% from F&B, 12.6% from food production, and 45.6% from other service departments, including human resources, maintenance, marketing, and sales.

Since the author collected data for the dependent and independent variables from a single source, common method bias (CMB) may influence the study outcomes. To mitigate this concern, established procedural remedies recommended by Podsakoff et al. were implemented [62]. To mitigate potential social desirability bias, the study ensured participant anonymity and confidentiality throughout the data collection process. Additionally, the questionnaire design employed a strategy to mask the hypothesized relationship between the predictor and criterion variables. By physically separating the items related to SWFC and WWB on different questionnaire pages, the researcher aimed to create a psychological disconnect between the constructs. Also, the survey distributed to the employees had the items randomly arranged, thereby concealing the relationship between the questions. Secondly, a statistical remedy was employed to minimize the impact of CMB. This study adopted the “partialling out a marker variable” approach. The correlation between the marker variable and latent variables was assessed. Since none of the correlations were above 0.3, CMB did not pose a serious threat in this study [63].

3.2. Measurement

The 18-item scale from Thompson et al.’s study assessed “supportive work–family culture” [33]. This scale gives a comprehensive measure of an individual’s perceptions of their organization’s support for employees’ work–family balance. Sample item includes: “In this hotel, employees are encouraged to strike a balance between their work and family lives”. Negative items were reverse coded (e.g., “in this hotel, it is very hard to leave during the workday to take care of personal or family matters”). The questionnaire was anchored on a five-point Likert scale, ranging from “1-strongly disagree” to “5-strongly agree”. Higher scores reflect a high SWFC.

A 10-item scale developed by Netemeyer and his colleagues measured WFC [64]. This scale has two sub-scales to measure WIF (e.g., “the demands of my work interfere with my home and family life”) and FIW (e.g., “the demands of my family or spouse/partner interfere with work-related activities”) with five items each. A five-point Likert scale (“1-strongly disagree” to “5-strongly agree”) measured the sub-scales. Higher values indicate a greater degree of interference with work or family.

“Perceived stress” was assessed in Cohen et al.’s study [65]. This scale has 10 items and employs a five-point Likert scale with “1-never” to “5-always” as anchor points. Sample item includes: “In the last month, how often have you been upset because of something that happened expectedly?” Higher values reflect a greater perception of stress.

“Work withdrawal behavior” has four dimensions: “lateness”, “absenteeism”, “low job involvement”, and “turnover intention”. This study adapted the lateness and absenteeism scale from Bélanger et al.’s study [66]. The current study measured lateness using two items, “How many times in the past year have you been late for work?” It was rated on a five-point scale ranging from “1-never” to “5-always”. The second item required the respondents to “estimate the average time of late arrival to work in the past year”. This item was rated on a five-point scale. Using two items, “How many times in the past year have you been absent from work?” and “How many days of work have you missed during the past year? Please count all absences, excluding company-paid vacations and sick leaves”, measured absenteeism. A five-point scale measured both items. The study adapted the four-item low job involvement and three-item turnover intention scales from Lodahl and Kejner’s and Sjöberg and Sverke’s studies, respectively [67,68]. Both had three items each. A sample item for low job involvement includes: “Quite often I feel like staying home from work instead of coming in”. For both scales, the respondents needed to indicate their degree of agreement, ranging between “1-strongly disagree” to “5-strongly disagree”.

The present study assessed “work–home segmentation preference” using the four-item scale originally developed by Kreiner [51]. The questionnaire asked respondents to choose from the options ranging from “1-strongly disagree” to “5-strongly agree”. Sample item includes: “I don’t like to have to think about work while I’m at home”.

All the scales were originally developed in English (Appendix A). The questionnaire was translated into Korean by adopting the back-translation approach [69]. At first, the researcher of this study did the forward translation by inviting three bilingual translators to translate the original English version into Korean. The translators were from a hotel human resource background and were native speakers of Korean. The translators were informed about the purpose of the translation and the target participants to whom the survey would be administered. Secondly, the researcher did the back translation into English by inviting two bilingual professionals. Finally, the research team, along with the forward translators, compared the backward-translated questionnaire with the English version and made necessary modifications. The researcher pre-tested the survey with a small sample of South Korean hotel employees.

3.3. Control Variables

This study controlled the demographic characteristics of respondents, including age (in years), gender (dummy coded “male” = 1 and “female” = 2), work experience (in years), education (“high school graduate and below” = 1, “2-year college” = 2, “4-year college” = 3, “post graduate” = 4, and “other” = 5), marital status (“single, never been married” = 1, “married” = 2, “divorced” = 3, “widowed” = 4, and “separated” = 5), number of children currently living with them, spouse work status (“full time” = 1 and “part time” = 2), providing elder care (“yes” = 1 and “no” = 2), and current stage of family life cycle (“single, never married” = 1, “newly married with no children” = 2, “family with children at home, under age 18” = 3, “launching stage, children leaving home” = 4, and “empty nest, near retirement and no children at home” = 5) since they are linked with WFC [22].

4. Results

4.1. Construct Validity and Reliability

Table 2. Descriptive statistics, correlation, reliability, and validity.

Construct	Cronbach Alpha	CR	AVE	1	2	3	4	5
1. SWFC	0.984	0.986	0.792	0.890	−0.159 **	−0.381 **	0.392 **	−0.374 **
2. WIF	0.918	0.937	0.751	0.167	0.867	0.195 **	0.109 **	0.538 **
3. FIW	0.946	0.958	0.822	0.392	0.201	0.939	0.138 **	0.617 **
4. Perceived stress	0.737	0.808	0.577	0.013	0.134	0.377	0.760	0.161 **
5. WWB	0.944	0.957	0.818	0.389	0.789	0.135	0.139	0.904
Mean				2.689	3.771	2.332	3.639	2.943
Standard deviation				0.917	0.867	1.157	0.439	0.739

Note: ** p < 0.01, Bold fonts on the diagonal represent the square roots of AVEs, the lower triangle shows HTMT values and the upper triangle displays correlation coefficients.

presents the mean, standard deviation, and inter-correlation among the study variables. The correlation direction among the constructs was as expected. SWFC has a negative correlation with WIF and FIW. Both WIF and FIW have a positive significant relationship with perceived stress. Perceived stress was positively correlated to WWB. The current study also noticed that WIF and FIW were strongly correlated. A moderate to strong positive correlation was found among the dimensions of WWB, namely, lateness, absenteeism, low job involvement, and turnover. To assess multivariate normality, Mardia’s tests for skewness and kurtosis were employed [70]. The results indicated a significant deviation from normality (Mardia’s skewness: β = 21.319, p < 0.01; Mardia’s kurtosis: β = 82.914, p < 0.01). Given the confirmation of non-normality in the data and the study’s focus on prediction, SmartPLS was used for data analysis. This study also used Hayes’ PROCESS macro to test the sequential mediation [71].

The convergent validity was gauged by inspecting the loadings, average variance extracted (AVE), and composite reliability (CR). All the loadings were above the required cut-off of 0.7, the AVEs of the constructs were above 0.5, and all CRs were above 0.7 [72]. Hence, convergent validity was achieved. To assess the discriminant validity, this study used the heterotrait–monotrait (HTMT) ratio of the correlations [73]. Since the HTMT values are less than 0.85, discriminant validity was achieved. Also, the square root of AVEs was greater than the correlation values among the construct [74]. The reliability and validity results are also depicted in Table 2. Regarding the specific incidences of absenteeism and lateness, only 9% of the employees reported being late by 1–20 min, while 14% of the employees had taken 7–12 days of absence, and 5% had been absent for 1–6 days. These figures align with South Korea’s work ethic and a strong sense of company loyalty, where absenteeism and lateness are generally viewed negatively. The cultural emphasis on punctuality and dedication to work discourages such behaviors, reflecting the broader societal norms that prioritize reliability and commitment in the workplace.

4.2. Hypotheses Test

The bootstrapping technique resampled the data 10,000 times to obtain the confidence limits for the indirect effects. The researcher used bias-corrected bootstrapping wherever required. SWFC was negatively related to both WIF (t = −3.821, p < 0.001) and FIW (t = −9.757, p < 0.001) when controlling for demographic characteristics supporting H1. WIF had a significant positive relationship with stress when controlled for demographic variables (t = 2.021, p < 0.05). Also, FIW had a positive significant relation to stress (t = 2.854, p < 0.05). Hence, H2 was supported. Perceived stress was positively related to WWB (t = 3.862, p < 0.001) supporting H3. H4 posited that WFC and perceived stress will sequentially mediate the link between SWFC and WWB. The results were not significant. Additionally, the 95% CIs for sequential mediating effects of WIF and perceived stress was [−0.005, 0.001]. Similarly, the 95% CIs for the sequential mediation for FIW and perceived stress was [−0.005, 0.003]. Since the 95%CI straddled zero, H4 was not supported. The moderating effect of WHSP on the positive link between SWFC and WIF was statistically significant (t = 2.640, p < 0.05). Similarly, the moderating effect of WHSP on the SWFC-FIW link was also statistically significant (t = 4.104, p < 0.001). Thus, as the value of the WHSP increases, the negative influence of SWFC on WIF decreases. Therefore, it can be concluded that WHSP moderates the negative influence of SWFC on WIF and FIW. Hence, H5 is supported. The simple slopes are shown in Figure 1 and Figure 2. The results are summarized in

Table 3. Results of hypotheses test.

Hypotheses	Path Coefficients	95%CIs	t-Values	Decisions
H1: SWFC → WIF	−0.159		−3.821	Supported
SWFC → FIW	−0.381		−9.757	Supported
H2: WIF → Perceived stress	0.044		2.021	Supported
FIW → Perceived stress	0.046		2.854	Supported
H3: Perceived stress → WWB	0.270		3.862	Supported
H4: SWFC → WIF → Perceived stress → WWB	−0.001	[−0.004, 0.002]	1.182	Not supported
SWFC → FIW → Perceived stress → WWB	−0.002	[−0.005, 0.004]	1.143	Not supported
H5: SWFC × WHSP → WIF	0.103		2.640	Supported
SWFC × WHSP → FIW	0.184		4.104	Supported

. Regarding the control variables, they did not have a significant effect.

5. Discussions and Implications

5.1. Findings and Discussions

The central motivation of this study was to explore the interplay between SWFC, WFC, and WWB. In general, the results supported previous empirical research and both COR theory and OST [25,26]. The current study first examined the relationship between SWFC and WFC. The findings of this study are in line with COR theory and OST, which supported the fact that a SWFC effectively lowered WFC. This finding is consistent with the previous research that confirmed that a SWFC reduced the perceptions of WIF and FIW [75]. Empirical research has also demonstrated that the positive effects of organizational resources and supports reduced the perceptions of WFC and promoted work attitudes. Employees interpret a SWFC as an organization’s responsiveness to employees’ WFC. When employees experience such positive support from their organization, they reciprocate by involving themselves more in work activities. Furthermore, SWFC is not only shaped by formal organizational policies but also by the day-to-day interactions between employees, supervisors, and co-workers. Supervisor support plays a crucial role in fostering SWFC, as supervisors are often the primary enforcers of organizational policies and the ones who directly manage employees’ work–life balance. When supervisors are empathetic and accommodating towards employees’ family responsibilities, they set a tone of understanding and flexibility that permeates the workplace. Supervisor support can manifest in various ways, such as providing flexibility in work schedules, understanding the need for time off, and offering resources or advice for managing work–family conflicts. This type of support not only helps to alleviate WFC but also reinforces the perception that the organization values and supports its employees’ well-being. Similarly, co-worker support is integral to fostering a supportive culture. When co-workers are willing to assist each other, cover shifts, or share the workload during times of personal need, it creates a collaborative and supportive environment. This peer support can reduce the stress associated with balancing work and family demands and enhance the overall work atmosphere.

This study expected WFC to be positively related to perceived stress. WIF persists as a significant stressor for employees within collectivistic societies, where cultural norms often prioritize familial obligations. This prioritization can be driven by personal choice or by societal and familial pressures [76]. Therefore, hotel employees, due to the nature of their work characteristics (long work hours, split shifts, working on holidays, etc.), find it difficult to meet their family demands, leading to high levels of stress [77,78]. Based on COR theory, employees with a higher level of WIF tend to experience greater resource depletion, leading to higher levels of stress. This is in line with the findings of Golden’s and Jerg-Bretzke et al.’s assertions [79,80]. Also, FIW was positively related to stress. This is in line with the findings of Bilodeau et al. and Jerg-Bretzke [80,81]. Koreans value family-centered and Confucian culture, where family is placed above all. Excessive family demands have a negative spillover effect on their work, leading to high levels of stress. Additionally, a lack of reliable childcare facilities and preschools in Korea [20] are the non-work factors leading to FIW among Korean respondents, leaving them stressed although they receive childcare subsidies.

As expected, the present study found that perceived stress was positively related to WWB. High levels of stress triggered absenteeism, lateness, low involvement, and turnover intention. This implies that different forms of WWB can appear at the same time but with varying intensity. For instance, lateness was the least significant manifestation of WWB. One reason could be that if employees arrive late to work often, they might face the consequences in the form of disapproval from their supervisors. Secondly, the hotel firms that participated in this study might be explicitly tracking their employee lateness through a punch-card system, a biometric fingerprint, etc. When employees feel the demands placed on them exceed their abilities and resources, they develop a tendency to withdraw from their work and organization [82]. This finding is also consistent with OST, which provides an additional layer of understanding by suggesting that SWFC also operates as a form of organizational support [30]. When employees perceive that their organization supports their work–family balance, they are more likely to feel valued and supported, which can mitigate stress and reduce the likelihood of WWB. This complementary perspective underscores the multifaceted role of SWFC as both a tangible resource and a source of perceived organizational support, enhancing employees’ overall well-being and commitment to the organization.

This study examined the association between SWFC and WWB sequentially mediated through WFC and perceived stress. However, the proposed sequential relationship was not significant. Scholars used Korean Workplace Panel Survey (KWPS) data and found that in spite of increasing family-friendly policies in Korean organizations, the turnover was high because Korean women are hesitant to utilize family-friendly policies due to the patriarchal and hierarchical culture [83]. Gender inegalitarian culture is prevalent in Korean society [84]. Hence, Korean women employees believe the use of these family-friendly benefits may affect their promotion and evaluation. Additional family-friendly benefits did not necessarily reduce turnover although they make employees happy. This further implies that when employees perceive that there is a lack of SWFC, they might not utilize the family-friendly policies of the organization, fearing the negative consequences it might have on their careers. In other words, the culture of the hotel firms is not only a compelling factor in deciding whether employees will utilize the benefits but also determines the overall attitude of employees towards it.

Finally, WHSP operated as a buffering moderator between SWFC and WIF [52]. WHSP specifically weakened the relationship the magnitude of between SWFC and WIF. This finding aligns with the findings of Michel and Clark [56]. The findings indicate that WHSP among employees manifests in the construction of clear boundaries between their work and home domains. They created impermeable boundaries to minimize the intrusion of work-related thoughts, feelings, and behavior at home. Hence, employees with WHSP are less likely to utilize the resources in the work domain to minimize their WFC.

5.2. Theoretical Implications

This paper has made a notable contribution to the association between work–family interface and WWB. The findings of this study extend the body of work–family knowledge by investigating a wide variety of WWB. Taken together, this study further adds to work–family literature in four ways. First, the results extend and support previous findings regarding the effects of WIF and FIW on work-related behaviors at the individual level. Although WIF and FIW are related, they are distinct constructs requiring separate investigation. Secondly, national culture and SWFC are significant contexts for understanding work–family interface. This study highlights the importance of considering both national culture and SWFC as significant contexts for understanding the work–family interface. By integrating OST with COR theory, the study demonstrates that SWFC serves not only as a resource for managing work–family conflict but also as a form of perceived organizational support that can mitigate stress and reduce WWB. Next, the findings contribute to work–family literature by providing support to “resource caravan passageways” conceptualized by Hobfoll [85]. “Resource caravan passageways” are “conditions that support, foster, enrich and protect resources” of employees and their families. All forms of organizational support are caravan passageways through which resources are supplied. In a similar vein, the SWFC environment functions as a passageway that provides both resources to manage WFC and organizational support that enhances employees’ well-being and commitment. “Resource caravan passageways” are relatively unexplored in WFC literature [86]. However, this dual role of SWFC as a resource and a form of support is relatively unexplored in WFC literature, making this study a valuable addition to the field. Finally, in most WFC research, demographic characteristics were used as moderators, e.g., [87,88,89]. However, these variables measured the role occupied by the individual, not the level of role involvement. The researcher believes that WHSP serves as an important moderator in WFC studies, particularly when viewed through the combined lenses of COR theory and OST. By acknowledging the influence of WHSP, this study provides a more nuanced understanding of how individual preferences for separating or integrating work and family domains can impact the effectiveness of SWFC in reducing WWB.

5.3. Practical Implications

Striking a balance between work and life is the first step for employees to achieve a fulfilling day. It is against this backdrop that organizations should lay a strong foundation for attracting and retaining talent when there is a prevalence of absenteeism, lateness, low involvement, and turnover intention [90]. When hotel firms implement strategies to balance employees’ work and life, they achieve a competitive advantage in the form of lower levels of absenteeism and turnover, a satisfied employee with positive work-related behavior, and better customer service [90,91,92]. There is a growing need for hotel firms and their HR managers to revisit their employee benefits and policies since WFC is rising due to changes in the workforce demographics. The Korean workforce is currently having an influx of dual-earning couples, women participation, and mid-aged employees who are likely to face elder care responsibility, women in childbearing years, single mothers, and the involvement of men in family-related issues [20].

This study suggests that HR directors frame a coherent set of HR policies and practices in such a way that employees can integrate their work and family demands. During the hiring process, HR managers should take the prospective candidate’s family situation into consideration. Since hotel industry employees are required to work during weekends, on holidays, and split shifts, this might potentially lead to time-based WFC. The new entrants may not fully grasp the depth of challenges they might face in the hotel industry. These demands, often involving work during anti-social hours, may not be fully appreciated by newcomers, who might not realize the extent to which these factors can impact their family life, potentially leading to WFC. Hence, hiring managers should inform candidates beforehand about how the nature of hotel work might spark problems and challenges in their private lives. Hiring managers should also openly discuss the stressful nature of hospitality work (long work hours and work overload) that can lead to strain-based WFC. While designing the jobs, the hotel HR should make an effort to minimize role ambiguity. Employees should clearly know what is expected from them. Hotel management should explicitly inform employees about the family-friendly policies and programs that are available to them since existing literature highlights the importance of awareness and access to these resources in reducing WFC. In addition, the hotel should provide regular training on stress coping strategies, such as problem-focused and emotion-focused coping strategies. Hotels can aim intervention programs at improvising certain skills, such as time-management skills that can aid in balancing work and family. Inculcating an employee empowerment culture, thus allowing employees to decide their break schedules, reduces WFC since it makes their work less stressful. Besides the formal mentoring program, hotel firms can promote establishing affinity or similar-interest groups (single mothers, leisure activity, etc.) so that these informal networks can evolve into supportive relationships. These groups can further aid in creating a psychological detachment from work and, thus, facilitate work–life boundary management. Since today’s workforce has a larger representation of millennials and Gen Z, hotels can provide concierge benefits, including grocery shopping, running errands, meal catering, and laundry services. These benefits will be appealing to young parents, as it allows them to spend more time with their family at the end of the workday.

The current study suggests that hotel HR managers conduct regular interviews and surveys to gather information on how their employees are meeting their work and family demands. Active counseling cells should be in place to probe into personal problems faced by employees. Without knowing what is happening in their family lives, supervisors may not be in a position to assist their employees. HR managers should clearly identify whether the conflict is from work-to-family or family-to-work and apply the work–life balance policies fairly and consistently. HR managers should also carefully monitor the employees who are frequently absent from work or report late to work due to family-related issues. Appropriate assistance at the right time can reduce the propensity to quit. Firms must accept the preference for work–home segmentation among their employees and revamp their policies so that they can retain the employees who might otherwise quit due to work–home integration. Since the hospitality industry, including hotel businesses, is a labor-intensive industry, HR managers should consider their employees as non-diminishing assets that are to be nurtured in order to minimize WWB.

Hotel firms may provide “mandatory paid time-off” to their employees so that they are given time to spend with their families. These breaks can help employees unwind, rejuvenate, and recharge themselves before they return to work. HR may create a culture where employees feel confident in ignoring their work-related matters (official emails, calls, and text messages from supervisors, etc.) during non-work hours and also develop respect for each other’s time off. Additionally, hotels can promote fitness facilities to reduce stress, on-site childcare facilities, designated “quiet places” to relax, and wellness benefits.

The study also suggests that both the national government and labor law regulatory units intervene and ensure that benefits provided to hotel employees are in line with the prevailing laws and statutes, taking into consideration the stressful nature of the industry. For example, hotels can provide on-site childcare facilities on weekends and at night for shift-work employees. Government officials need to revisit labor laws due to the changing nature of the workplace and workforce characteristics. For instance, in Korea, children are on the waiting list for more than a year to enroll in state-run childcare centers, which account for only 5% of the country’s total childcare facilities [93]. Government officials can take measures to increase the number of state-run childcare centers in addition to providing childcare subsidies.

To further enhance practical actions, hotel management can implement flexible work arrangements, such as flextime or telecommuting options, where possible, to help employees better manage their work and family responsibilities. Offering career development programs and opportunities for advancement can also foster employee loyalty and reduce turnover. Providing support for employees’ mental health through access to counseling services and mental health days can help address the psychological aspects of WFC. Regular feedback mechanisms, such as employee satisfaction surveys and suggestion boxes, can help management stay informed about employees’ needs and concerns, allowing for timely and effective interventions. By adopting these comprehensive strategies, hotel firms can create a supportive work environment that promotes employee well-being, reduces work–family conflict, and enhances overall organizational performance.

Additionally, the findings revealed significant gender-based differences in spousal employment. The results suggest that female respondents may have access to more flexible spousal support, potentially serving as a hidden resource that could mitigate WFC. The higher prevalence of part-time employment among spouses of female respondents may allow for greater flexibility in managing household responsibilities and childcare, thereby reducing the pressure on female employees. This flexibility could play a crucial role in balancing work and family demands, possibly leading to lower levels of WFC for these female respondents. On the other hand, the lower percentage of part-time employment among spouses of male respondents indicates that these families may rely more on traditional full-time work structures. This reliance might limit the availability of spousal support during peak work hours, potentially increasing the WFC experienced by male respondents. These findings highlight the importance of considering gender dynamics and spousal employment patterns when assessing WFC in the hotel industry. The differences observed in spousal employment patterns may reflect broader cultural and social expectations in South Korea, where women are often expected to balance work and family responsibilities more actively. Consequently, organizations should consider these dynamics when designing policies and interventions aimed at reducing WFC, such as offering more flexible work arrangements or providing additional support for employees with full-time working spouses.

5.4. Limitations and Avenues for Future Research

Despite this study’s contributions, it does have a few shortcomings as well. First, the limitation is that this study collected the data at a single point in time; thus, the researcher cautions against any inference made on the causal relationship. In addition, scholars can conduct longitudinal studies to understand the causal relationships. However, the author must also acknowledge the fact that WFC is episodic and not a continuous phenomenon. Secondly, this study completely relied on self-reported data. Although the researcher took precautionary measures during survey development and adopted statistical remedies, future studies can collect data from other sources, such as interviews, work records, etc. Future research can also investigate if the withdrawal behavior follows a sequential pattern, although it is apparent that turnover will be the final WWB. For instance, can one consider lateness as the initial warning signal that an employee is drifting away from his or her work environment? Another limitation is that the survey link was administered through the HR department, which may have led to greater social desirability in response patterns. This could particularly influence the overestimation of SWFC in the organization and the under-reporting of job involvement and turnover intention. Future studies should consider alternative survey distribution methods, such as third-party data collection, to minimize social desirability bias and obtain more accurate responses. Additionally, as this study was conducted within the hotel industry, the results may not be generalizable to the entire hospitality industry, which encompasses a broader range of services and contexts. Future studies should consider including a wider range of hospitality sectors to enhance the generalizability of the findings. Furthermore, the demographic profile of the respondents presents another limitation. The majority of the respondents were single (69%) and did not have young children, and only 21% of the spouses of married respondents were engaged in full-time employment. This demographic characteristic may have impacted the findings, particularly the lower mean scores of FIW compared to WIF. Future research could explore these dynamics by including a more diverse sample in terms of marital status, presence of young children, and spousal employment to better understand how these factors influence work–family conflict. Lastly, since South Korea is a collectivistic society, these results may not be generalized to Western countries. Hence, other researchers can investigate future studies on culture-specific WFC. Since WIF and FIW are interrelated, future studies may explore the reciprocal relationship between the two conflicts. Furthermore, while this study controlled for several demographic factors, including gender, work experience, and family demands, it is important to recognize that gender discrepancies in time use, particularly in the South Korean context, could have a significant impact on work–family conflict. Prior research indicates that South Korea exhibits one of the highest discrepancies in time spent on household chores and childcare between men and women. Although this study did not focus on these specific dynamics, future research could explore how these gender-based time-use discrepancies interact with SWFC to influence WIF and FIW.

6. Conclusions

To conclude, a practical understanding of the issues and challenges involving WFC can assist hotel firms to strategically realign their work culture. Taking into consideration that work and family are not independent domains, the hotel industry can reap benefits from cultivating a SWFC environment: a more engaged workforce that is satisfied both at work and with family. With the ever-growing demands of customers and the stressful and time-constrained work characteristics of the hospitality industry, WFC is expected to increase in the years to come. Creating a fit between work and family should be considered at par with other organizational intervention strategies. This study aspires to lay the groundwork for future research on WFC in the hospitality industry. Such research endeavors can be instrumental in pinpointing a diverse range of supportive mechanisms. By implementing these mechanisms, hotel firms can empower their employees to achieve effective work-life balance.