Abstract
The personal lives of employees can suffer when they are not able to spend time on their personal activities owing to commitments in their professional lives. This paper examines interrole conflict situations faced by employees using a construct named work-to-personal conflict and then examines the linkage between work-to-personal conflict, the work culture of organizations, and the general self-efficacy of employees. The temporal flexibility and supportive supervision provisions of work culture will be analysed in the study. General self-efficacy of employees will help them in performing their tasks well in spite of facing interrole conflict scenarios. The study proposes that the relationship between work culture and work-to-personal conflict is moderated by general self-efficacy. The results supported the hypothesis for highly supportive work cultures, and the managerial implications of the work are discussed in the paper. Data were collected from 418 employees working in various organizations in the Information Technology industry of India. Our findings indicate that in highly supportive work cultures, employees high in general self-efficacy face much less work-to-personal conflicts than those low in general self-efficacy. However, in low supportive work cultures, reverse buffering effect has been observed where the scenario gets reversed than that of highly supportive work cultures. The probable reasons for the reverse buffering effect are also discussed in the Managerial Implications section of the paper. We discuss the managerial implications of our findings and propose some interventions that may address the issues of work-to-personal conflicts by incorporating more flexible work cultures and also how the general self-efficacy of employees can be boosted, which might prevent a decrease in work performances when employees face work-to-personal conflicts.