In today’s dynamic world, majority of boundary-spanning professionals like sales are expected to work for longer hours, regularly interacting with clients and, in several instances, operating across various time zones which ultimately results in blurring work–family boundaries.
Sales is a key boundary-spanning function, which has central accountability in the organization and that is the reason why companies make huge investments on their sales force. Sales professionals are largely seen affected due to imbalances among individual, family and professional goals, which finally results in burnout. In addition, their work-related commitments require them to counter multiple demands from co-workers and customers, thereby resulting in role stress.
Work–family conflict is seen as having two distinct domains: work negatively affecting family, that is, WFC and family negatively affecting work, that is, FWC. Both WFC and FWC are bidirectional in nature and have distinct patterns of correlates. WFC is found to be far more rampant than FWC. The probable reason for the same could be that work boundaries are less permeable as compared to family boundaries which result in work negatively affecting family more as compared to family affecting work.
An article from the Asia-Pacific Journal of Management Research and Innovation aims to measure the ratio of work to family conflict (WFC) and family to work conflict (FWC) and also identify various demographic variables affecting the conflicts.
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