See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/342466392

WORK-LIFE BALANCE: THE RELEVANCE OF SOCIAL SUPPORT

Article in Academy of Strategic Management Journal · June 2020

CITATIONS READS
23 8,682

2 authors:

Olumuyiwa Oludayo Dare Ojo Omonijo

Covenant University Ota Ogun State, Nigeria Olabisi Onabanjo University
40 PUBLICATIONS 632 CITATIONS 104 PUBLICATIONS 505 CITATIONS

SEE PROFILE SEE PROFILE

All content following this page was uploaded by Dare Ojo Omonijo on 26 June 2020.

The user has requested enhancement of the downloaded file.

Academy of Strategic Management Journal Volume 19, Issue 3, 2020

WORK-LIFE BALANCE: THE RELEVANCE OF

SOCIAL SUPPORT
Akinrole Olumuyiwa Oludayo, Covenant University
Dare Ojo Omonijo, Covenant University
ABSTRACT

There are indications that employees’ personal lives impact on workplace outcomes,
hence, the importance of social support initiatives towards actualizing work-life balance. In view
of extant literature on social support initiatives and the changing dynamics of the modern
workplace, this conceptual paper expounds the significance of work and non-work integration
through social support initiatives, using data collected from secondary source and analyzed to
suit the purpose of the study. It provides constructive pathways to maintaining equilibrium
between work and non-work demands. Recommendations are proffered to employees and
organizations on the need to adopt social support initiatives as a strategy to reduce stress,
strengthen workplace and personal relationships and facilitate workplace performance on
multiple levels.

Keywords: Work-Life Balance, Social Support, Work-Family Conflict, Work Environment.

INTRODUCTION

Current research trends have established the view that new concepts and thought patterns
supersede preconceived or traditional notions about the workplace. Heerwagen et al. (2010)
opined that “the structure, content and process of work is now more cognitively complex,
dependent on social skill and time pressured” to mention a few. The efficient transition to new
work settings, systems and processes is critical for inclusive and positive employee contribution.
Thus, the growth and sustainability of an organization is based not only on the knowledge bank
at the employee’s disposal, but of requisite significance is the pace by which knowledge is
acquired and shared (Chen, 2010; Adenuga et al., 2020). Unlike previous generations of
employees, the 21st century employee owns an important means of production which is the
intellectual capital displayed in innovation and performance (Blackler, 1995).
Management’s most important contribution to today’s workforce is absolute commitment
to the development of insightful, well-rounded employees (Drucker, 1999). A vital facet of this
contribution is the provision of a supportive family-responsive work environment. Singh &
Khanna (2011) describe work-life balance as the aspiration of employees and employers to
balance between work and life. This aspiration must be founded on the collaboration of multiple
stakeholders within the workplace and outside. Synergizing the domains of work and life
necessitates support from all strata of management, family and other informal social networks.
Researchers have consistently emphasized the importance of social support in facilitating
the physical, mental and general effectiveness of employees (Newman et al., 2011). Bartlett
(2001) found a significant relationship between supervisor support and employee commitment
and illustrated the potential benefits that might be derived from work environments where
investments in training and development initiatives are supported by supervisors or managers. It

1 1939-6104-19-3-557
Academy of Strategic Management Journal Volume 19, Issue 3, 2020

is necessary for persons who seek adaptive occupational roles and career transition to work in an
environment that promotes social support. Co-worker and supervisor support are significant
aspects of the social support network in the work environment and is a pointer that there is a
support-centered workplace (Karatepe, 2013; Michel et al., 2013). Employees who work in a
supportive environment with assistance coming from co-workers, supervisors and those capable
of developing their careers have the potential of actualizing outcomes such as job satisfaction
and commitment (Guan et al., 2015; Olowookere et al., 2020). The interaction of the work and
life domains has received much attention in management literature in developed nations but there
is paucity of research in this area in Nigeria. Akanji (2012) stated that Nigeria, like many other
countries face issues involving work life balance. However, what distinguishes Nigeria from
others is leadership hence, the need to consider social support to work life balance in Nigeria.
Therefore, the main objective of this paper is to provide conceptual clarifications and discuss the
relevance of formal and informal social support to work-life balance in modern organizations in
Nigeria context. This study employs a thematic review approach to critically analyze the
relevance of social support on work-life balance.

The paper is divided into three sections: Introduction, literature review and conclusion.

LITERATURE REVIEW

Work-life Balance

The concept of work -life balance has been defined by researchers in diverse ways owing
to its broad conception. The diversity in definitions originates from early research on work-life
balance as it relates to studies on women having multiple roles. The concept of work-life balance
emerged in the 1930s with Kellogs as the first organization to embrace it (Lockwood, 2003).
Generally, it is concerned with providing an inclusive range of work options within the limits of
the organizations, so that employees can have the freedom to choose which is best for them. A
balanced life, according to Yadav & Rani (2015), is one in which effort is made towards
maintaining stability in the areas of intellect, emotion, physical, spiritual, and mental prominent
areas of significance. The disregard of one or more of the identified areas, may affect the quality
of the entire. These domains of life are perceived to be correlative; hence poor understanding and
management of any of these life areas may result in a situation of imbalance in the life of an
individual (Shobitha & Sudarsan, 2014).
Clark (2000) defined work-life balance as the measure by which individuals are
proportionately occupied as well as fulfilled with work and family roles. The balance of work
and life is concerned with regulating personal desires or ambitions and defining reasonable
objectives which do not conflict with family obligations (Parsons, 2002). It should not be
understood as suggesting proportionate balance or equal number of time for one’s work and
personal activities (Ranjan & Prasad, 2013). It is about regulating work patterns to realize
fulfillment both at home and work, and allows for organizations to enable employees combine
work with non-work responsibilities and desires. Work-life balance can also be described as a
level of satisfied involvement between the multiple roles in an individual’s life; it could also be
seen as a “fit” in between various roles of life (Dev & Manoj, 2017). Work life balance
initiatives include organizational policies and practices that are aimed at achieving a
complementary relationship between work and life. The policies underpin the practices which
are targeted at fostering the autonomy and flexibility of employees. Examples of such practices

2 1939-6104-19-3-557
Academy of Strategic Management Journal Volume 19, Issue 3, 2020

include, flexi-time, compressed hours, job sharing, child care, self-rostering and teleworking.
Work-life balance as provided by Lois & Greg (2017) can also be the health indicator of
employees and firms. Work- life balance is an indicator of positive organizational outcomes such
as reduced turnover, job satisfaction, reduced job stress, increased morale and performance
(Lockwood, 2003). Integrating work into life and having a balance is not only beneficial to
employees but even the organization, since, the employee’s health is protected leading to
increased productivity in the organization as a whole (Türker, 2017). Suhendro (2018)
established that there is a positive relationship between work-life balance and motivation of
employees specifically in the public-sector.

Social Support

The concept of social support is validated by the social exchange theory which implies
that interpersonal relationships are a form of social exchange involving the reciprocation of
valued resources (Berkowitz et al., 1965; Ladebo, 2005). One of the earliest definitions of social
support is by Cobb (1976), who defined the concept as the confidence an individual has that, he
or she is loved, valued, and his or her well-being is cared about among a social network of shared
relationships. Support refers to emotional concern or empathy, informational and instrumental
assistance offered by individuals such as co-workers, supervisors or family members (Thoits,
2011). Social support in the workplace is the extent to which people perceive their welfare as
important by work environment sources, such as colleagues, managers or supervisors and the
broader organization in which they are employed (Kossek et al., 2011). It is an imperative asset
for limiting the negative impacts of stress and work-family conflict (Md-Sidin et al., 2008).
Employers can provide an encouraging work environment (Omonijo et al., 2015) by embracing
family support activities, which are necessary for the family domain of employees’ lives (Boles
et al., 1997). Shan et al. (2018) established that social support related to work from co-workers
and family members can provide room for psychological positive work.
Social support at work is the extent to which employees recognize that superiors care
about their general welfare at work through the provision of social resources corresponding to
employees’ tasks or goals (Kossek et al., 2011). Carlson & Perrewe (1999) identified two types
of social support; work-related social support and non- work social support. Work-related social
support refers to the willingness of organization members to provide support within the
workplace. Non-work social support is the display of concern and willingness to assist an
employee in non-work-related matters. This may be demonstrated by supervisory assistance to
resolving work-family conflicts. An effective means of categorizing social support is through its
source. Support may be provided by people within an organization for example, supervisors,
subordinates, co-workers, even customers and the organization in general. These sources are
often tagged in literature as perceived co-worker support, perceived supervisor support and
perceived organizational support (Rahnfeld et al., 2013). Other informal sources of support
include spouses, family relations, friends or close associates, and other affiliates.
Xu & Burleson (2001) identified different types of social support strategy such as:
emotional, esteem, relationships, substantial, and information. Emotional support involves
expressions of compassion, and concern. Esteem support provides encouragement that increases
levels morale, empowers and boosts enthusiasm. It includes expressions of admiration,
validation, and confidence to improve others’ sense of self. Informational support includes any
conduct that offers guidance or information to enable a person respond to challenging issues
(Cutrona & Russell, 1990). The significance of informational support lies in advice and counsel,

3 1939-6104-19-3-557
Academy of Strategic Management Journal Volume 19, Issue 3, 2020

as recipients obtain instruction and guidance on how to handle multitudinous situations. Wills &
Shinar (2000) also highlighted two other types of support i.e., instrumental support and
companionship support. Instrumental support refers to useful and prompt help that is given when
it is required, including assisting with tasks, giving childcare, offering transportation, and loaning
cash. According to Scott (2010), instrumental support is also referred to as tangible support,
involves accepting responsibilities for someone other than the individual facing the problem or in
other words taking an active step to helping individual overcome specific challenges they are
experiencing. Examples of tangible support includes, the supply of required items (e.g., cash,
nourishment, books) and offering of services (e.g., looking after children, writing) (Cutrona &
Suhr, 1994). Companionship support enables people to take an interest in relaxation and social
exercises, including recreational exercises, trips, and cultural activities (Jang, 2012).
The impact and viability of social support can be examined in the light of the beneficiary
qualities as beneficiaries require various types of support. Elements to be considered consist of
individuals’ sex, age, race, background and interpersonal qualities. Thus, effects on individuals
tend to vary, based on recipients’ characteristics even when corresponding social support are
proposed (Jang, 2012). For instance, a man refuses to accept assistance of any kind from others
because of preconceived notions that such depicts a sign of weakness, whereas a woman may be
more likely to request and consider social support within such circumstance (Burda & Vaux,
1987).
Men and women rarely encounter macrosocial changes in similar manner with regards to
social losses and bonding (Knoll & Schwarzer, 2002). All through the life-cycle, women have
more companions than men (Bell, 1981), this develops from young adult age as they have
tendency to build up more personal relationship than young men, while young men tend to
cluster together in groups (Belle, 1989). Women are more likely than men to give and receive
emotional support. Men are probably not going to get emotional help from male companions and
may likely not have many friends, as a significant number depend on female relatives for
emotional support (Wellman & Wortley, 1989). Literature on gender suggests that females
unlike males are more likely to exchange emotional support with their acquaintances,
neighbours, and colleagues (Gallagher, 1994; Liebler & Sandefur, 2002; Thoits, 1995).
People in general maintain social ties with many individuals throughout existence.
However, throughout the latter part of adolescence the proportion of social engagements starts to
reduce (Knoll & Schwarzer, 2002). As individuals get more established, their willingness to
cooperate with colleagues and their fulfillment levels from these interactions decrease. They
specifically prune their informal networks, concentrating time and effort on familiar social
contacts, such as, loved ones and companions (Siedlecki et al., 2014). Khushboo & Rachna,
(2018) found out that the connection between social support and general satisfaction is partially
mediated by work-life balance of graduates sampling engineering students.

Work-Life Balance and Social Support

Most theories that explain the concept of work-family/life conflict are related with health
status and wellbeing. Cohen & Wills (1985) state that social support protects individuals from
possible effects of stressors when support initiatives are integrated into social system. This
emphasizes the fact that social support prevents negative health effects of stressful
occurrences. The stress and coping theory identified events in themselves as stressful in as much
as individuals have contrary impression about the situation and subsist unproductively. Social
support therefore suggests means of adaption and coping in such situation (Thoits, 1986). Social

4 1939-6104-19-3-557
Academy of Strategic Management Journal Volume 19, Issue 3, 2020

cognitive theory evaluates intellectual, emotional and other aspects of individual conduct for
comprehending behavioural changes (Bandura, 1997). The environment refers to the elements
that constitute and impact a person’s behaviour; this includes physical and social environment.
The social environment includes family relations, colleagues and friends. Physical environment
refers to the size of the rooms, the ambient temperature or availability of certain food. Situation
represents the cognitive or mental presentation of a surrounding that may affect an individual’s
behaviour. Behaviour is often productive when the appropriate social and physical environment
structures are provided.
Stress in the work environment is a huge concern inferable from environmental
conditions where employees confront heightening states of exhaustion, work uncertainty, role
ambiguity, work overload, low job satisfaction and an absence of autonomy. The degree of stress
experienced and the way in which an individual reacts to such stressful situations may be
affected by various factors such as, social help, individual personalities, evaluation of the
stressor, life events and socio-demographic or occupational variables. Dorman & Zapf (1999)
opined that many employees manage a great deal of anxiety at work. The demand on employees
is not commensurate to the level of social support available; hence stress, burnout and depression
may become characteristic of the workforce (Oyewunmi et al., 2015). Work load has been
identified as having a significant negative impact on the work- life balance of employees
(Abdulraheem, 2014). Mathew & Panchanatham (2011) found that dependent care issues, lack of
time management and low family support, were major factors creating imbalance in family and
work life. They opine that both men and women are affected by challenges originating from
work-life imbalance, as it results in conflict between spouses, separation and divorce. This in
turn brings about psychological conflict and lack of family satisfaction (Forson, 2013). The
implementation of social support initiatives however, can advance personal satisfaction of
employees by reducing work-life conflict.
Social support is an important factor that can moderate the impact of workplace stress
(Türker, 2017). Increased social support has been related with an upsurge in subjective general
life fulfillment (Young, 2006; Malinauskas, 2010; Onyishi et al. (2012) conducted a study on
social support as predictors of life satisfaction of Nigerian prisons officers. They discovered that
just like in any part of the world the provision of social support to officers is necessary in
reducing the impact of stress on officers thereby resulting to increased life fulfillment and
satisfaction.
Another study found that poor quality and quality of social relations and support could
result in depression and different types of health-related issues (Okhakhume & Aroniyiaso,
2017). Uchino et al. (1996) state that individuals who have social support have a reduced
tendency for depression and as this support provides a level of psychological stability that
decreases anxiety. Support from organizational and family members will go a long way in
preventing depression from surfacing when employees are overwhelmed. It reduces the level at
which an individual perceives a situation as stressful, fosters healthy relationships amongst
colleagues and family members whilst enhancing physical and mental wellbeing (Afolabi &
Dahunsi, 2013).
Social support includes workplace support and family related support (Brough & Pears,
2004). An employee benefits from support coming from organization members such as co-
workers and supervisors which is regarded as work related social support, whereas support from
parent, spouse, children, friends or close associates is regarded as personal social support. Work-
life balance is enhanced in the workplace as a result of positive impact of social support on the

5 1939-6104-19-3-557
Academy of Strategic Management Journal Volume 19, Issue 3, 2020

working roles (Carlson & Perrewe, 1999; Tavassoli & Sune, 2018). Marcinkus et al. (2006)
found social support to be a strong indicator of work fulfillment, organizational commitment and
career achievement. Thiede & Ganster (1995) analyzed the impact of organizational policies and
practices that were connected to work-life balance and the mental, physical and behavioural
effect of stress. They found that supportive practices, particularly adaptable scheduling and
supportive managers had direct beneficial outcomes on employee’s view of control over work
and family matters. In essence, social support, either work or family related, impacts work and
family role positively because it helps in sharing the contemplation and the issues emerging out
of work and personal engagements. Erdwins et al. (2001) stated that supervisor and spouse
support are responsible for developing and modifying variations related to work-family balance.

FINDINGS AND DISCUSSION

From the review of literature, we found that organizations keen on executing and
fostering social support must be cognisant that it requires some level of consciousness of
employees’ needs. The usage of measures to encourage social support should not be perceived as
constrained, improper, or superfluous (Deelstra et al., 2003). Positive organizational and personal
relationships amongst co-workers, and managers or supervisors are required to make optimal use
of relevant platforms for the implementation of these practices. Rahnfeld et al. (2013) state that
to expand social support in the workplace, the start point is to establish positive rapport. This can
be achieved by establishing social networks and fostering existing relationships. This
relationship is what makes social capital; that is, the resources available in and through personal
and industrial enterprise within an organization (Oludayo et al., 2015). Social affiliations with
others tend to be characterized by mutual appreciation. Individuals should be conscious of the
law of reciprocity in other to receive social support. Beehr et al. (2000) state that individual
support can be characterized into worldwide functional individual support, communication about
positive issues at work, communication about negative issues at work and communication about
non-work-related issues. There is need to articulate help, which implies looking for and
requesting help, and acknowledging support endeavours from others in the workplace.
Leader-subordinate relationships underpin the work-family concept. A positive leader-
subordinate relationship is important to workplace outcomes such as work-family balance. Major
& Morganson (2011) describe the leader-member exchange (LMX) theory to explain the role of
managers, leaders or supervisors in fostering subordinate work-life balance. A positive
relationship between managers and subordinates will enable managers to provide diverse forms
of work-family support for subordinates. As important agents of the organization, supervisors
and managers play a significant role in driving social support in the work environment, with
notable effects on their employees’ wellbeing, job fulfillment, efficiency, and turnover
intentions. Supervisors and managers must design and partake in focused social support training
initiatives aimed at increasing awareness on the need to support others when required. When
supervisors and managers provide support to subordinates, they, in turn, urge subordinates to
offer help to each other (Rahnfeld et al., 2013).
The organization’s responsibility on the other hand is to develop socially favorable
conditions which require building up structures and pragmatic solution that allow for effective
and collaborative togetherness at work, by facilitating social communication and interaction
among employees. Organizations must place special attention on groups, and teams where
collaboration is empowered and rewarded. When there is a supposed ‘culture of gratitude’,
individuals are not anxious of requesting help and do not fears negative outcomes. Great working

6 1939-6104-19-3-557
Academy of Strategic Management Journal Volume 19, Issue 3, 2020

conditions, equity, and rewards additionally portray organizational support (Rhoades &
Eisenberger (2002). Rahnfeld et al. (2013) identified that in every organization there are “key
persons” who help, listen, and give guidance where or when necessary. It is important to that
these groups of people are acknowledged and appreciated.
There is a consensus that social support is a key initiative which has significant impact on
health, well-being and job satisfaction which is beneficial to both the employee and organization.
Managers, supervisors, co-workers and family members play significant roles in providing
support and enhancing individual effectiveness. Organizations should not force employees to
assist each other, but provided foundation to facilitate the process of creating a supportive
atmosphere that allows for employees’ career advancement. The creation of social groups,
recreation centers or outlets will aid employees to relax and revitalize during breaks or non-work
hours. Employees must be encouraged to maintain proximity with family members and build
rapport with people in their immediate environment. Social network is an indication of social
integration and the more an individual is integrated, the more the individual can adapt to the
impacts of distressing life situations. Organizations must invest in training line managers,
supervisors and all employees on the strategic importance of social support within and outside
the workplace.

Suggestions for Further Studies

Despite the vast amount of research in the area of social support at work, there are a little
evaluation studies investigating the level of effectiveness of social support intervention
programs. Future studies may adopt a mixed-method approach in evaluating the effectiveness of
these programs.

CONCLUSIONS

The importance of balancing work with life activities was brought to bear in the study.
The study reviewed related studies on work life balance and social support and drew it findings
from their focuses.
The study in its concluding remarks, argued that balancing work with life could be a great
step to living a successful life in modern societies full of diverse challenges. Therefore, both the
employers of labor and employees should play their parts in ensuring its successful
implementation.

ACKNOWLEDGMENTS

We recognize the support received from the Covenant University Centre for Research
and Innovation Development (CUCRID) in respect of the publication fees of this paper.

REFERENCES
Abdulraheem, I. (2014). The changing nature of work-life balance in Nigerian higher institutions. Journal of
Business and Management, 16, 61-66.
Adenuga, A.O, Omonijo, D.O, Ogunyemi, S.Y., & Olowookere, E.I. (2020). Stimulating the role of civil societies
for sustainable development through social entrepreneurship. International Journal of Psychosocial
Rehabilitation, 24(14): 3047-3060.
Afolabi, O.A., & Dahunsi, O.B. (2013). Work stress adaptation: Role of gender, social support and personality.
African Journal for the Psychological Study of Social Issues, 16(2), 166-177.

7 1939-6104-19-3-557
Academy of Strategic Management Journal Volume 19, Issue 3, 2020

Akanji, B. (2012). Realities of work life balance in Nigeria: perceptions of role conflict and coping beliefs. Business,
Management and Education, 10(2), 248.
Bandura, A. (1997). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2),
191-215.
Bartlett, K. R. (2001). The relationship between training and organizational commitment: A study in the health care
field. Human Resource Development Quarterly, 12(4), 335-352.
Beehr, T.A., Jex, S.M., Stacy, B.A., & Murray, M.A. (2000). Work stressors and coworker support as predictors of
individual strain and job performance. Journal of Organizational Behavior, 21(4), 391-405.
Bell, R.R. (1981). Worlds of friendship. Beverly Hills, CA: Sage.
Belle, D. (1989). Gender differences in childrens social networks and supports. Children's Social Networks and
Social Supports, 136, 173-188.
Berkowitz, H., Butterfield, E.C., & Zigler, E. (1965). The effectiveness of social reinforcers on persistence and
learning tasks following positive and negative social interactions. Journal of Personality and Social
Psychology, 2(5), 706.
Blackler, F. (1995). Knowledge, knowledge work and organizations: An overview and interpretation. Organization
Studies, 16(6), 1021-1046.
Boles, J., Johnston, M., & Hair, J. (1997). Role stress, work-family conflict and emotional exhaustion: Inter-
relationships and effects on some work-related consequences. The Journal of Personal Selling & Sales
Management, 17(1), 17-28.
Brough, P., & Pears, J. (2004). Evaluating the influence of the type of social support on job satisfaction and work
related psychological wellbeing. International Journal of Organisation Behaviour, 8(2), 472-485.
Burda, P., & Vaux, A. (1987). The social support process in men: Overcoming sex role obstacles. Human Relations,
40(1), 31-44.
Carlson, D., & Perrewe, P. (1999). The role of social support in the stressor-strain relationship: An examination of
work-family conflict. Journal of Management, 25(4), 513-540
Chen, Y. (2010). Career success of knowledge workers: The effects of perceived organizational support and person-
job fit. Scientific Research in Business, 1(2), 389-394.
Clark, S.C. (2000). Work/family border theory: A new theory of work/family balance. Human Relations, 53(6), 747-
770.
Cobb S. (1976). Social support as a moderator of life stress. Presidential Address Psychosom, 38(5), 300-14.
Cohen, S., & Wills, T.A. (1985). Stress, social support, and the buffering hypothesis. Psychological Bulletin, 98,
310-357.
Cutrona, C.E., & Russell, D.W. (1990). Type of social support and specific stress: Toward a theory of optimal
matching.
Cutrona, C.E., & Suhr, J.A. (1994). Social support communication in the context of marriage: an analysis of couples'
supportive interactions.
Deelstra, J.T., Peeters, M.C., Schaufeli, W.B., Stroebe, W., Zijlstra, F.R., & Van Doornen, L.P. (2003). Receiving
instrumental support at work: when help is not welcome. Journal of Applied Psychology, 88(2), 324-331.
Dev, S.S., & Manoj Raj, S.J., (2017). Work life balance of employees and its effect on work related factors in
nationalized banks. Shanlax International Journal of Management, 4(4), 29-35.
Dormann, C., & Zapf, D. (1999). Social support, social stressors at work, and depressive symptoms: testing for main
and moderating effects with structural equations in a three-wave longitudinal study. Journal of Applied
Psychology, 84(6), 874.
Drucker, P. (1999). Knowledge-worker productivity: The biggest challenge. California Management Review, 41(2),
79-94.
Erdwins, C.J., Buffardi, L.C., Casper, W.J., & O'Brien, A.S. (2001). The relationship of women's role strain to social
support, role satisfaction and self-efficacy. Family Relations, 50(3), 230-238.
Forson, C. (2013). Contextualizing migrant black business women’s work-life balance experiences. International
Journal of Entrepreneurship Behaviour & Research, 19(5), 460-477.
Gallagher, S.K. (1994). Doing their share: Comparing patterns of help given by older and younger Adults. Journal
of Marriage and the Family, 56, 567-578.
Guan, Y., Zhou, W., Ye, L., Jiang, P., & Zhou, Y. (2015). Perceived organizational career management and career
adaptability as predictors of success and turnover intention among Chinese employees. Journal of
Vocational Behaviour, 88, 230-237.
Heaney, C.A. (1991). Enhancing Social Support at the Workplace: Assessing the Effects of the Caregiver Support
Program. Health Education Quarterly, 18(4), 477-494.

8 1939-6104-19-3-557
Academy of Strategic Management Journal Volume 19, Issue 3, 2020

Heerwagen, J., Kelly, K., & Kampschroer, K. (2010). The changing nature of organizations, work, and workplace.
Whole Building Design Guide.
Jang, J. (2012). The effect of social support type on resilience. The University of Alabama, Department of
Communication Studies, Tuscaloosa, Alabama.
Karatepe, O.M. (2013). High-performance work practices, work social support and their effects on job
embeddedness and turnover intentions. International Journal of Contemporary Hospitality Management,
25(6), 903-921.
Khushboo, K., & Rachna, C. (2018). An empirical study of social support, stress and life satisfaction among
engineering graduates: mediating role of perceived work/study life balance. International Journal of
Happiness and Development, 4(1), 25-39.
Knoll, N., & Schwarzer, R. (2002). Gender and age differences in social Support: A study of East German migrants.
Freie Universität Berlin, Department of Health Psychology, Habelschwerdter Allee 45 14195 Berlin,
Germany.
Kossek, E., Pichler, S., Bodner, T., & Hammer, L.B. (2011). Workplace social support and work-family conflict: A
meta-analysis clarifying the influence of general and work-family specific supervisor and organizational
support. Personnel Psychology, 64, 289-313.
Ladebo, O.J. (2005). Effects of work-related attitudes on the intention to leave the profession: An examination of
school teachers in Nigeria. Educational Management Administration & Leadership, 33(3), 355-369.
Liebler, C.A., & Sandefur, G.D. (2002). Gender differences in the exchange of social support with friends,
neighbors, and co-workers at midlife. Social Science Research, 31(3), 364-391.
Lockwood, N.R. (2003). Work/life balance. Challenges and Solutions, SHRM Research, USA.
Lois, E., & Greg, Y., (2017). Work-life balance and welfare. Sage Journals, 25(2), 168-171.
Major, D.A., & Morganson, V.J. (2011). Coping with work-family conflict: A leader-member exchange perspective.
Journal of Occupational Health Psychology, 16(1), 126-138.
Malinauskas, R. (2010). The associations among social support, stress, and life satisfaction as perceived by injured
college athletes. Social Behaviour and Personality, 38(6), 741-752.
Marcinkus, W.C., Whelan-Berry, K.S., & Gordon, J.R. (2007). The relationship of social support to the work-family
balance and work outcomes of midlife women. Women in Management Review, 22(2), 86-111.
Mathew, R.V., & Panchanatham, N. (2011). An exploratory study on the work-life balance of women entrepreneurs
in South India. Asian Academy of Management Journal, 16(2).
Md-Sidin, S., Sambasivan, M., & Ismail, I. (2008) Relationship between work-family conflict and quality of life.
Journal of Management Psychology, 25, 58-81.
Michel, J. W., Kavanagh, M.J., & Tracey, J.B. (2013). Got support? The impact of supportive work practices on the
perceptions, motivation, and behaviour of customer- contact employees. Cornell Hospitality Quarterly,
54(2), 161-173
Newman, A., Thanacoody, R., & Hui, W. (2011). The effects of perceived organizational support, perceived
supervisor support and intra‐organizational network resources on turnover intentions: A study of Chinese
employees in multinational enterprises. Personnel Review, 41(1), 56-72,
Okhakhume A.S., & Aroniyiaso O.T. (2017). Influence of coping strategies and perceived social support on
depression among elderly people in kajola local government area of Oyo state, Nigeria. International
Journal of Clinical Psychiatry, 5(1), 1-9.
Olowookere, E.I., Babalola, S.S., Omonijo, D.O., Odukoya, J.A., Adekeye, O.A., Agoha, B.C., & Elegbeleye, A.O.
(2020). The role of industrial-organizational psychology in sustainable development: Implication for 21st
century employee management strategies. Test Engineering and Management, 82, 9857-9866.
Oludayo, O.O., Gberevbie, D.E., Popoola, D., & Omonijo, D.O. (2015). A study of multiple work-life balance
initiatives in banking industry in Nigeria. A Study of Multiple Work-life Balance Initiatives in Banking
Industry in Nigeria, (133), 108-125.
Omonijo, D.O., Oludayo, O.A., Eche, G. A., Uche, O.O.C., & Ohunakin, F. (2015). Intentional turnover of the
administrative staff in a private faith-based higher institution, Southwest Nigeria. Mediterranean Journal of
Social Sciences, 6(2 S1), 424.
Onyishi I.E., Okongwu O.E., & Ugwu F.O. (2012). Personality and social support as predictors of life satisfaction of
Nigerian prisons officers. European Scientific Journal, 8(20), 1857-7881.
Oyewunmi, A.E., Oyewunmi, O.A., Iyiola, O.O., & Ojo, A.Y. (2015). Mental health and the Nigerian workplace:
Fallacies, facts and the ways forward. International Journal of Psychology and Counselling, 7(7), 106-111.
Parsons, D. (2002). Work-life balance: A case of social responsibility or competitive advantage? Human Resources
Department, Georgia Institute of Technology.

9 1939-6104-19-3-557
 Academy of Strategic Management Journal Volume 19, Issue 3, 2020

Rahnfeld, M., Palmerk, & Cox, T. (2013). Social support at work. Retrieved from
https://oshwiki.eu/wiki/Social_Support_at_Work
Ranjan, R., & Prasad, T. (2013). Literature Review Report on-Work-Life Balance of Loco-Pilots (Railway Drivers)
in India. European Journal of Business and Management, 5(19), 17-27.
Rhoades, L., & Eisenberger, R., (2002). Perceived organizational support: A review of the literature. Journal of
Applied Psychology, 87(4). 698-714.
Scott. E.M. (2010). Types of social support- Research on different types of social support. Retrieved from
https://forum.psychlinks.ca/showthread.php?22227-4-Types-of-Social- Support
Shan, Q., Xiaoming, L., Yuejiao, Z., Zhiyong, S., & Bonita, S. (2018). Attitudes toward evidence-based practices,
occupational stress and work-related social support among health care providers in China: A SEM analysis.
PLoS ONE 13(8), 1-16.
Shobitha P., & Sudarsan N. (2014). Work-life balance: A conceptual review. International Journal of Advances in
Management and Economics, 3(2), 1-17.
Siedlecki, K.L., Salthouse, T.A., Oishi, S., & Jeswani, S. (2014). The relationship between social support and
subjective well-being across age. Social Indicators Research, 117(2), 561-576.
Singh, P., & Khanna, P. (2011). Work life balance of employees working in organized working sector, 7(2).
Suhendro, O. (2018). Investigating the relationship between work-life-balance and motivation of the employees:
Evidences from the local government of Jakarta. International Journal of Academic Research in Business
and Social Sciences, 8(2), 205-221.
Tavassoli, T., & Sune, A. (2018). A national study on the antecedents and outcomes of work-life balance in Iran.
People: International Journal of Social Sciences, 3(3) 1616-1636
Thiede, L., & Ganster, D. (1995). Impact of family-supportive work variables on work-family conflict and strain: A
control perspective. Journal of Applied Psychology, 80(1), 6-15.
Thoits, P.A. (1995). Stress, coping, and social support processes: Where are we? what next?. Journal of Health and
Social Behaviour (Extra Issue), 53-79.
Thoits, P.A. (2011). Mechanisms linking social ties and support to physical and mental health. Journal of Health
and Social Behaviour, 52(2), 145-161.
Türker, T. (2017). Work-life balance and social support as predictors of Burnout: An exploratory analysis.
International Journal of Academic Research in Business and Social Sciences, 7(3), 118-138.
Uchino, B.N., Cacioppo, J.T., & Kiecolt-Glaser, J.K. (1996). The relationship between social support and
physiological processes: a review with emphasis on underlying mechanisms and implications for health.
Psychological Bulletin, 119(3), 488.
Wellman, B., & Wortley, S. (1989). Brothers' keepers: Situating kinship relations in broader networks of social
support. Sociological perspectives, 32(3), 273-306.
Wills, T.A., & Shinar, O. (2000). Measuring perceived and received social support. Social support measurement and
intervention: A guide for health and social scientists, 4.
Xu, Y., & Burleson, B.R. (2001). Effects of sex, culture, and support type on perceptions of spousal social support:
An assessment of the support gap hypothesis in early marriage. Human Communication Research, 27(4),
535-566.
Yadav T., & Rani S. (2015). Work life balance: Challenges and opportunities. International Journal of Applied
Research, 1(11), 680-684
Young, K.W. (2006). Social support and life satisfaction. International Journal of Psychosocial Rehabilitation,
10(2), 155-164.

10 1939-6104-19-3-557

View publication stats