
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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