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PurposeThis study aims to explore the nature of couple agreement about work‐family conflict, adding to previous research by explicitly testing the extent to which couples agree when rating work interference with family (WIF) and the influence of this agreement on other outcomes.Design/methodology/approachIn total, 224 dual‐earner couples were surveyed to assess their own WIF, as well as what they believed to be their partner's level of WIF. Participants also completed questions regarding their organizational commitment.FindingsCouples agreed when rating their own and their partners' WIF more than they disagreed. As predicted, couples agreed more when rating the female partner's WIF as compared to the male partner's WIF. Finally, couple agreement about WIF moderated the relationship between female WIF and her continuance organizational commitment such that the relationship between the female partner's WIF and her level of continuance commitment was stronger when agreement about her experienced WIF was low.Research limitations/implicationsThis was a convenience sample, and therefore caution should be used when generalizing to a broader population. Second, the research design was cross‐sectional, prohibiting causal inferences and conclusions about couple agreement over time.Practical implicationsOrganizations should consider the perceptions and attitudes of both employees and their partners, as both have implications for work attitudes. Organizations might benefit from considering ways in which they can involve and engage employees' spouses and partners, and could offer flexible schedules as a way to reduce employee work‐to‐family conflict and enhance both employee and partner attitudes toward the organization.Originality/valueThis paper contributes to the literature by exploring both self and partner perceptions of work‐family conflict and examining couple agreement about this conflict.

AbstractAlthough women make up nearly half of the U.S. workforce, gender role stereotypes persist, and gender roles may relate to how men and women manage work–home boundaries. In this study, we explore gender differences in how employee values (tradition, achievement) translate into role identity salience, and in turn, boundary management preferences and behaviour. With data collected in two waves from 200 employees, we examined how the personal values of tradition and achievement relate differently by gender to role identity salience and in turn, boundary management. We found that men who more strongly value tradition have higher levels of work identity salience and both prefer and create an impermeable boundary around work to prevent intrusion from home. Men who valued tradition more also preferred and crafted a permeable home boundary to allow work intrusion. In contrast, women with higher tradition values reported higher home identity salience, which was associated with preferring segmentation in both work‐to‐home and home‐to‐work directions, and to behaviorally protecting home from work. Contrary to expectations, achievement values did not relate to a boundary management process via role identity salience for either gender. We discuss implications for a more nuanced, values‐driven, and gendered perspective on boundary management.

The relationship of social support, role satisfaction, and self‐efficacy to measures of role strain was explored in a sample of 129 married, employed women with at least 1 preschool‐aged child. Self‐efficacy in work and parental roles proved to be a significant predictor of these women's work‐family conflict and role overload, respectively. In addition, satisfaction with their child care was related to significantly less anxiety about being separated from their young children. Spousal and supervisor support also accounted for significant variation in work‐family conflict, but the impact of organizational support on role conflict was fully mediated by job self‐efficacy.