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Journal of Management
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The Moderating Effect of Work—Family Centrality on Work—Family Conflict, Organizational Attitudes, and Turnover Behavior{dagger}

Jon C. Carr

Department of Management & Marketing, College of Business, University of Southern Mississippi, P. O. Box 5270, Hattiesburg, MS 39406, jon.carr{at}usm.edu

Scott L. Boyar

Department of Management and Entrepreneurship, Williams College of Business, Xavier University, 3800 Victory Parkway, Cincinnati, OH 45207

Brian T. Gregory

The W. A. Franke College of Business, Northern Arizona University, P. O. Box 15066, Flagstaff, AZ 86011

Research has explored the role of work—family conflict (WFC), including the antecedents and consequences of this construct. However, few studies have examined the specific role that work—family centrality plays in moderating the relationship between WFC and organizationally related outcomes. Using a sample of 129 employees from a manufacturing plant, we test the moderating influence of work—family centrality on the relationship between WFC and job satisfaction, organizational commitment, and retention. Results indicate that when individuals view work as being more central to their lives, the negative relationships between WFC and organizational attitudes and organizational retention is suppressed.

Key Words: work—family conflict • work—family centrality • organizational attitudes • organizational retention

This version was published on April 1, 2008

Journal of Management, Vol. 34, No. 2, 244-262 (2008)
DOI: 10.1177/0149206307309262
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