The Effects of Work-Family Enrichment on Job and Life Satisfaction of Korean Employees

This study emphasizes the importance of work-family enrichment and focuses on job satisfaction and life satisfaction to explain the effects of work-family enrichment. A questionnaire survey was conducted on employees of domestic companies and 280 responses were used for analysis. The analysis showed that work-to-family enrichment had positive effects on both job satisfaction and life satisfaction. And at the same time, family-to-work enrichment also showed positive effects on both job satisfaction and life satisfaction. Further, the results show that work-to-family enrichment had a greater effect on job satisfaction, and family-to-work enrichment had a greater effect on life satisfaction. Finally, the results also showed that the interaction between work-to-family enrichment and family-to-work enrichment did not have a significant effect on job satisfaction or life satisfaction.


Introduction
oday, due to an increase in the number of dual-income couples, greater participation of women in the labor force, and changes in the traditional perception of gender roles, employees are faced with more difficulties in managing work and family responsibilities than ever before (Shein & Chen, 2011;Major & Germano, 2006;McNall et al., 2011;Tolulope 2017). Many workers have realized that it is difficult to smoothly carry out the different roles required at home and at work, and to maintain the right balance between work and family (Greenhaus & Beutell, 1985;Ernst Kossek & Ozeki, 1998). The work-family conflict caused by this situation is an important cause of deterioration in employees' work and life satisfaction (Ernst Kossek & Ozeki, 1998;Hahm & Zheng, 2017;Shi & Qu 2018), and leads to such outcomes as absenteeism, stress, and turnover intentions (Anderson, Coffey & Byerly, 2002;Feleke 2018). However, with the development of positive psychology, organizational behavior, and more research on families, many studies focusing on the positive relationship between work and family have emerged (Grzywacz & Marks, 2000;Wayne, Musisca & Fleeson, 2004;Wadsworth & Owens, 2007;Greenhaus & Powell, 2006;Carlson et al., 2006). Work-family enrichment can be defined as a positive interaction between work and family, and refers to the degree to which experience in one role improves the quality of life in another role (Greenhaus & Powell, 2006). This is not only an important variable for improving both job and life satisfaction (Carlson et al., 2006;Hill, 2005), but it also has a positive relationship with personal health (Williams et al., 2006;Alsharif & Shukri 2018). Work-family enrichment can be divided into work-to-family enrichment (WFE) which enhances the quality of family life through work-based experience, and family-to-work enrichment (FWE) which improves the quality of work life through family-based experience (Greenhaus & Powell, 2006). According to existing studies on work-family interface (Frone, Russell & Cooper, 1992;Ford, Heinen & Langkamer, 2007), this bidirectional structure is considered to have different patterns of domain specificity in relation to antecedent and consequence related factors. Specifically, the antecedents of WFE occur in the work domain and the antecedents of the FWE occurs in the family domain. However, and on the contrary, in the outcome factors, WFE occurs in the family domain and FWE occurs in the work domain. However, there are also prior studies on affective outcomes, especially satisfaction, that show different results to this perspective (McNall, Nicklin & Masuda, 2010;Shockley & Singla, 2011). Although both WFE and FWE showed a positive correlation with job satisfaction and family satisfaction, WFE showed a greater relationship with job satisfaction and FWE showed a greater relationship with family satisfaction. To better understand the role and effectiveness of work-family enrichment, this study examines how WFE and FWE impact on job satisfaction and life satisfaction. In addition, this study also examined how the interaction between WFE and FEW effects on job satisfaction and life satisfaction. By clarifying the relationship between work-family enrichment and job satisfaction and life satisfaction, this study aims to emphasize the effectiveness and importance of enhancement.

Work-Family Enrichment
Work-family enrichment is a positive concept that occurs at the work-family interface that have some similar concepts (Greenhaus & Powell, 2006), such as positive spillover (Grzywacz & Marks, 2000), work-family facilitation (Wayne, Musisca & Fleeson, 2004;Abosedra & Sita 2018), work-family enhancement (Wadsworth & Owens, 2007). WFE occurs when work-based experience improves the quality of life at family and FWE occurs when the family-based experience improves the quality of life at work. The process of enrichment may occur through one of two paths: the instrumental and the affective (Greenhaus & Powell, 2006). The instrumental path refers to resources obtained from one role directly improving the performance of another role. The affective path refers to resources in one role leading to positive affects within a domain and improving individual functioning in other domains. Positive affects represent valued feelings that reflect positive mood, emotion, or attitudes (Greenhaus & Powell, 2006: Wayne, Randel & Stevens, 2006). Individuals with a high level of positive affects tend to be more enthusiastic, alert, energetic, and enjoy what they are doing (Wayne, Randel & Stevens, 2006;Verma, Stoffova & Zoltan 2018). For example, a high degree of flexibility at work helps members directly improve their parenting role, or positive flexibility in work indirectly helps with family interactions (Sangakala, Ahmed & Pahi, 2016;McNall, Masuda & Nicklin, 2009). The resources that are involved and developed in the process of enrichment include skills and perspectives (e.g. interpersonal skills, respect for individual differences, etc.), psychological/physical resources (e.g. self-esteem, self-efficacy, health, etc.), social capital resources (e.g. information, interpersonal influence), flexibility (e.g. discretion), and material resources (e.g. money).

Work-Family Enrichment and Job Satisfaction
Job satisfaction is a positive condition that a member has about his/her job (Locke, 1976). The general attitude of an individual towards their job is recognized as one of the most important factors in organizational research (Robbins, 2003;Oshagbemi, 2000;Rainey, 2009). Job satisfaction generally depends on the characteristic of the job itself, but may also be influenced by differences in situational factors of the job environment (Herzberg, Mausner & Snyderman, 1959;Hackman & Oldham, 1975). The reason that work-family enrichment improves job satisfaction can be found in the affective path of enhancement (Greenhaus & Powell, 2006;Esiagu, Okoroji & Anyanwu 2016). Recognizing the variety of resources available to assist them at work will likely lead to higher performance in the workplace, which in turn encourages positive moods and emotions in the workplace. These positive moods and emotions can then be transferred to the family domain. At the same time, when employees recognize that family based resources can help them to better perform their family roles, they will have a more positive moods and more positive emotions about their family, which can also be transferred to the workplace. Further, positive emotion is a leading predictor of job satisfaction (Ali & Haseeb, 2019;Carlson et al., 2011;Cropanzano, James & Konovsky, 1993), and employees with high work-family enrichment are more likely to have positive moods and emotions, which will lead to higher levels of job satisfaction. Additionally, according to social exchange theory, when an individual is perceived as friendly and positive, he/she will be obliged to act this way, and will be more likely to give a corresponding reward to the other person based on the principle of reciprocity (Blau, 1964;Onuoha,Umoh & Ufomba 2017). This can be applied to the work and family interface. When employees feel that supervisor or organization is helping them to manage work and family roles, employees will recognize that they are cared and supported by their supervisor or organization (Jermsittiparsert, 2016;McNall, Nicklin & Masuda, 2010). Therefore, employees will have more favorable attitude to reciprocate their supervisor or organization on a reciprocal basis. Likely, employees will have more positive attitude and committed in family when they feel supported from the family and finally will be transferred to the work domain.
Hypothesis 1: WFE will have a positive effect on job satisfaction. Hypothesis 2: FWE will have a positive effect on job satisfaction

Work-Family Enrichment and Life Satisfaction
Life satisfaction is an evaluation of the quality of life according to one's own standards (Shin & Johnson, 1978;EmenikeKalu & Obasi 2016). It involves an individual's cognitive and judgmental processes, and is a characteristic of subjective well-being (Diener et al., 1985). Judgments of life satisfaction depend on comparisons between perceived current standards and perceived appropriate standards, and is not externally imposed. Also, since the judgment of life satisfaction differs from person to person, it is necessarily evaluated as an overall judgment of life rather than simple satisfaction with a specific area (Diener et al., 1985;Eleje & Esomonu 2018). In the work-family interface, job satisfaction has a positive relationship with life satisfaction (Tait, Padgett & Baldwin, 1989), but more active involvement in the family domain leads to higher life satisfaction (McNall, Nicklin & Masuda, 2010;Judge, Boudreau & Bretz, 1994). As described above, individuals gain a variety of resources in the process of performing their work and family roles. These resources can improve performance and have a positive affective in each respective domain, and ultimately improve affects in the other domain, so as to have a positive effect on both work and family areas. Therefore, as individuals increase their work-family enrichment, they will be more satisfied with their work and family, and ultimately will be more satisfied with their overall lives. According to the conservation of resources theory and the Role accumulation theory (Hobfoll, 1989;Sieber, 1974), people are trying to preserve, protect, and expand their resources, and when they engage in multiple roles, they can get more satisfaction than stress and conflict. Therefore, when WFE increases, as FWE increases, individual job satisfaction and life satisfaction will be improved. Hypothesis 5: WFE and FWE will have interactive effect on job satisfaction.
Hypothesis 6: WFE and FWE will have interactive effect on life satisfaction.

Participants
The data for this research was collected from a set of questionnaires sent to employees of Korean domestic companies between October 15, 2018 and October 25, 2018. A total of 292 questionnaires were collected. 12 questionnaires were not completely properly or appropriately and were discarded, leaving us with data from 280 questionnaires for analysis. The demographic characteristics of the participants were as follows. Of the total participants 153 (54.6%) were male and 127 (45.4%) were female. 63 (22.5%) of the participants were aged in their 20s, 70 (25%) of the participants were aged in their 30s, 86 (30.7%) of the participants were aged in their 40s, and 61 (21.8%) of the participants were at least 50 years of age. 177 (63.2%) were legally married, 95 (33.9%) were unmarried, and 8 (2.9%) were living together. 19 (6.8%) participants had worked for less than 1 year at their current workplace, 80 (28.6%) participants had worked for between 1-5 year at their current workplace, 54 (19.3%) participants had worked for between 6-10 years at their current workplace, 31 (11.1%) had worked between 11-15 years at their current workplace, 46 (16.4%) had worked between 16-20 years at their current workplace, and 50 (17.8%) had worked for over 20 years at their current workplace. In terms of occupations, 137 (48.9%) were engaged in management, 71 (25.4%) were engaged in research, 18 (6.4%) were engaged in manufacturing and production, 16 (5.7%) were engaged in service, 12 (4.3%) were engaged in IT/computing, 8 (2.9%) were engaged in business/sales, and 18 (6.4%) were engaged in other occupations. In regards to the type of company the participants were working at, 89 (31.8%) were working in service industries, 63 (22.5%) were working in manufacturing industries, 21 (7.5%) were working in distribution and trading industries, 13 (4.6%) were working in IT/Information based industries, and 94 (33.6%) were working in other types of industries. Lastly, in terms of number of children, 124 (44.3%) had no children, 63 (22.5%) had one child, 80 (28.6%) had two children, and 13 (4.6%) had three or more children.

Measurement
In this study, WFE is defined as the degree of work-based experience improving the quality of family life and FWE is defined as the degree of family-based experience improving the quality of work life. WFE and FEW was assessed using the 18 items (WFE 9 items; FWE 9 items) developed by Carlson et al. (2006). A sample item was, "My involvement in my work helps me to understand different viewpoints and this helps me be a better family member; my involvement in my family helps me to understand different viewpoints and this helps me be a better worker." Job satisfaction is defined as the positive state that an individual has for his or her job. Job satisfaction was assessed using the 4 items developed by Mossholder, Settoon & Henagan (2005). A sample item was: "Generally, I am satisfied with my job." Life satisfaction is defined as the cognitive and judgmental process of an individual's life quality. Life satisfaction was assessed using the 5 items developed by Diener et al. (1985). A sample item was, "In most ways my life is close to my ideal." All items are measured by a 7-point Likert-type scale.
The results of the analysis on the path analysis are shown in Table 2. WFE has a positive effect on job satisfaction (Estimate = .653, p< .001) and life satisfaction (Estimate = .549, p< .001). FWE also showed significant positive effects on job satisfaction (Estimate = .137, p< .05) and life satisfaction (Estimate = .149, p< .01). Therefore, Hypothesis 1, Hypothesis 2, Hypothesis 3, and Hypothesis 4 were all supported. Table 2. Path analysis Finally, in order to verify the effectiveness of the interaction between WFE and FWE, regression analysis was conducted in this study. However, the interaction between WFE and FWE showed no significant effect on job satisfaction (β = -.250, p> .05) and life satisfaction (β = .224, p> .05). Therefore, Hypothesis 5 and Hypothesis 6 were rejected.

Conclusion and Implications
This study emphasized the importance of work -family enrichment, which shows a positive relationship between work and family, and examined its effects on job satisfaction and life satisfaction by classifying the effectiveness of WFE and FWE. In addition, this study also verified that the interactive effects of WFE and FWE on job satisfaction and life satisfaction to improve the effectiveness of enhancement. Research results were as follows: first WFE and FWE showed positive influence on job satisfaction and life satisfaction. This implies that members who experience work-family enrichment not only have higher levels of satisfaction with their jobs but also have a higher level of satisfaction with their overall lives; Second, WFE had more influence on job satisfaction and life satisfaction than FWE. This implies that WFE explains a greater role in improving job satisfaction and life satisfaction than FWE. Because members acquire a variety of resources in the process of performing their work and ultimately improve the quality of family life, organizations should provide an adequate level of support for managing the roles of work and family in order to improve the attitude and performance of members; Third, WFE had more influence on job satisfaction than life satisfaction, and FWE had more influence on life satisfaction than job satisfaction. These results are consistent with some previous studies (McNall, Nicklin & Masuda, 2010;Shockley & Singla, 2011), indicating that the effectiveness of work-family enrichment has a greater impact on the originating role domain than on the receiving role domain. In other words, WFE has more relevance to work related outcomes, and FWE has a greater relevance to non-work related outcomes (McNall, Nicklin & Masuda, 2010). Fourth WFE and FWE did not mutually increase job satisfaction and life satisfaction. This result may be seen from the perspective of work and family related identity (Wayne, Randel & Stevens, 2006). In the work-home interface, individuals are more likely to be involved in a domain if they perceive that the role of one domain is important to the self-concept, so that more emotional benefits will arise in another domain. In addition, a strong identity with either work or family can lead to work-family conflict when someone tries to pursue different values at the same time (Stoner, Hartman & Arora, 1990;Carlson & Kacmar, 2000). Therefore, if employees try to strengthen the identity of work and family in order to raise the level of enrichment, there will also be a possibility of work -family conflict.

Limitations and Future Study
This study has the following limitations. In order to emphasize the importance of work-family enrichment, this study focuses only on effectiveness. Future research will need to also focus on those factors that can increase work-family enrichment in order to broaden the research on positive interaction between work and family. In addition, since all variables are measured in the form of a self-reported questionnaire, common method bias may have influenced some of the results. Therefore, it is necessary that future research uses various measurement methods to improve the validity of the results. Moreover, in future research, it will also be necessary to conduct a longitudinal study because the hypothesis is verified through the cross sectional study design. Finally, generalizing from the results of this study is limited because it surveyed only employees in Korean enterprises. Therefore, it is recommended that future studies should be continued with a broader range of samples.