Work Pressure, Workplace Social Resources, and Work–Family Conflict: The Tale of Two Sectors

Although research has extensively examined work–family issues in the private sector, little is known about sector-related differences. Here, we used data from the 2002 National Study of the Changing Workforce and multiplegroup structural equation modeling to compare the levels and mechanisms through which work pressure and 3 workplace social resources (i.e., work– family culture, supervisor support, and coworker support) are related to work–family conflict in the public and private sectors. First, work–family culture affected work–family conflict directly in the private sector and indirectly, through reduced work pressure, in the public sector. Moreover, work–family culture had a much stronger impact on supervisor support in the private sector. Second, public sector employees perceived higher levels of supervisor and organizational support while experiencing higher levels of work pressure. The study illustrates the necessity of differentiating between the 2 sectors of employment when studying work–family relationships.