The Impact of Work-Family-Conflict (WFC) on Employees’ Performance at the Workplace in the UK.
1. Introduction
1.1 Research Background
Nowadays, a lot of workers struggle to strike a balance between job and family life (Soomro et al., 2018). Work-family conflict (WFC) is a phenomenon that arises from the difficult separation of these two realms. Work-to-family conflict (WIFC), where work commitments interfere with family life, and family-to-work conflict (FWC), where familial needs impede employment, are the two main elements of the concept of WFC (Ribeiro et al., 2021). According to Kengatharan (2017), both forms of conflict can have detrimental repercussions, including decreased job satisfaction, increased burnout, and decreased employee performance.
Additionally, according to the research of Rai, Brown, and Ruwanpura (2019), work-family conflict (WFC) is a major issue for employees, particularly when it comes to achieving Sustainable Development Goal (SDG) 8: Decent Work and Economic Growth, which is centred on employee performance, productivity, and health (Khalique et al., 2021). This goal focuses in making the workplace safe and ensuring that both men and women have the same possibilities of finding a job.
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1.2 Research Aim
The aim of this study is to investigate how WFC affects UK workers’ job performance, leading to burnout or emotional weariness and decreased job satisfaction. A key component of lowering WFC is the inclusion of sustainable growth, employment, and decent work for all people, which is the goal of SDG 8. This study will also look at how crucial organisational support systems like flexible work schedules and childcare options helps in lowering WFC.
1.3 Research Objectives
- To explore the concept of Work-Family conflict from the dimensions of Work-to-Family conflict (WIFC) and Family-to-Work Conflict (FWC).
- To shed light on Sustainable Development Goal (SDG) 8 of economic growth through ‘Decent Work’, and its integration with high or low WFC.
- To understand the contribution of WFC in causing emotional burnout, absenteeism, and low job performance.
- To suggest organizational support strategies for the mitigation of WFC and improvement in job performance
To be continued……
2. Literature Review
Since higher WFC is associated with worse perceived employee performance, studies have repeatedly shown a direct negative relationship between WFC and employee job performance (Ribeiro et al., 2021; Soomro, Breitenecker, and Shah, 2018). Also, higher levels of WFC are linked to lower levels of job satisfaction in Middle Eastern and European nations (Tavassoli and Sunyer’s, 2025). The study also emphasised the two aspects of WFC—cynicism and emotional exhaustion/burnout—that have an effect on people’s well-being and job satisfaction. This effect is particularly noticeable in occupations that require a lot of work and family obligations, such as nursing or correctional officers (Minamizono et al., 2019; Huang et al., 2024). WFC is prevalent in the construction industry, which is also a demanding workplace with significant effects on performance and job and family happiness (Wu et al., 2016).
Additionally, family relationships have also been impacted by WFC (Ana Isabel et al., 2024). Research on Chinese dual-career families shows that parenting, particularly for daughters, and pecuniary rewards are positively correlated with work-family conflict (WFC) for both men and women. This suggests that WFC-related parental stress may lead to compensatory actions, including providing financial rewards, which may have long-lasting impacts on teenage materialism (Gong et al., 2020).
To be continued……
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3. Research Methodology
This research will adopt a qualitative method because this method will help to provide in-depth (Basias and Pollalis, 2018), insights into complex phenomena like WFC, emotional exhaustion or burnout, and job performance. Furthermore, a qualitative approach will also help to explore complex context-specific issues-such as gender roles or workplace flexibility.
Gantt Chart
To be continued……
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