1. No category

Applied mathematics in Engineering, Management and Technology 2 (2) 2014:88-99
www.amiemt-journal.com
The study of the relation between work-family conflict with
organizational commitment among the staffs of Tejarat bank
branches of Kerman
Mohammad Mohammadi, student of Islamic Azad University, Rafsanjan Branch, Iran
Masoud Porkiani, Management Department, Islamic Azad University, Kerman Branch, Iran
Malike Beheshtifar, Management Department, Islamic Azad University, Rafsanjan Branch, Iran
Abstract
The current study aimed to investigate the family-work conflict in Tejarat bank
branches of Kerman and its relation with organizational commitment of the staffs.
Family-work conflicts are including behavior-based conflict, time conflict, strainbased and organizational commitment dimensions are emotional commitment,
continuous commitment and normative commitment. The study population of the
present study was all the staffs of Tejarat Bank of Kerman town. The numbers of
the branches were 26 with sample size 295. The sampling was done by Cochran‟s
formula and the sample size was 169. The data collection instrument of the study
was two questionnaires of family-work conflict and organizational commitment and
the validity and reliability of the questionnaire were family-work were 0.82, 0.86
and the validity and reliability of organizational commitment was 0.86, 0.84. For
the data analysis via the questionnaires, different tables of frequency distribution,
charts, the coefficient of determination (r2), median, mean, Pearson correlation test,
independence test and etc were applied and all the study analyses were done by
SPSS software. The data analysis showed that by the increase of the scores of family-work conflict as (behavior-based
conflict, time conflict, strain-based), the organizational commitment scores of the staffs were reduced and it showed a
reverse relation between two variabsles. As the results of the study showed, there was a significant relation between
family-work conflict and organizational commitment of the staffs of Tejarat Bank of Kerman. The more the family-work
conflict, the less the organizational commitment. Thus, some recommendations were presented for the guidance of the
organizational managers.
Keywords: Conflict; Family-work conflict; Organizational commitment
1.Introduction
In the current complex world that all the countries in the world search for sustainable development, by the
development of human resources, the sustainable development is achieved that committed human beings are the
values of the society. Who is committed and by what criteria are recognized are the cases requiring the
considerable studies (Jahromi et al. 2009:111). The family-work conflict is recognized as the major issue
affecting the employees, employers and their families. This conflict is arising from the interference of
occupational and family roles. The incompatibility between the requirements of work and the roles of family
created many problems for the employees and their families to meet the needs in both domains of life. The
logical and empirical reasons showed that the reduction of family-work conflict increased job satisfaction but it
affected job outcomes (Sheikh Shabani et al., 2011:350). Family-work conflict is occurred when work demands
by reduction of commitment and energy reduces the ability of a person for family roles (Malkiha et al.,
2009:136). The exact recognition of the constituents of family-work conflict and organizational commitment
and the evaluation and the effect of each of the factors are important in organizational commitment.
2.Significance of the study
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The results of the study are of importance as the positive relation between organizational commitment and the
behaviors of the employees such as the attempts of the employees in their duties, the maintenance of effective
employees, effective presence at work place, more inclination to present citizenship behavior in the
organization and presentation of high quality services in the considerable studies are showed well. These factors
showed the high performance effect of all the employees. In addition, in the dynamic world of economy, the
organizations can not present a guarantee “a job for a life” making the image of organizational commitment
among the qualified people. The organizations are interested to use these behaviors. In recent years,
organizational commitment is changed into the main issue in the human resources management and attracted
many attentions. To find the question, the main focus is on “commitment” and it is the belonging or loyalty.
The people can show belonging and loyalty in various levels as job, occupation, office, chief or organization.
Then, organizational commitment is divided in each of the above levels. Organizational commitment guarantees
the success of an organization. Based on the importance of this issue, the significance of the study is proved
when we can say the organizational commitment has close relation with family-work conflict. The interference
of family-work is occurred when job duties avoid family duties and family issues interference is occurred when
the role of a person in the family avoids the effective work duties (Boyer et al., 2008). The effective factors are
of great importance and it can be importance in the selection of the evaluation and the education of the
employees for the management of the country. The lower the family-work conflict, the higher the organizational
commitment of human resources and work quality is increased and vice versa. If the family-work conflict is
increased, the organizational commitment is decreased.
3. Research objectives
The main research purpose

The description of family-work conflict among the employees of the branches of Tejarat Bank of
Kerman

The description of organizational commitment among the employees of the branches of Tejarat Bank of
Kerman

The description of the relation between work-family conflict with emotional commitment among the
employees of the branches of Tejarat Bank of Kerman
The minor aims of the study

The description of the relation between family-work conflict and emotional commitment among the
employees of the branches of Tejarat Bank of Kerman

The description of the relation between family-work conflict with continuous commitment among the
employees of the branches of Tejarat Bank of Kerman

The description of the relation between family-work conflict and normative commitment among the
employees of the branches of Tejarat Bank of Kerman

The description of the relation between family-work conflict and organizational commitment among the
employees of the branches of Tejarat Bank of Kerman based on intermediating variables (gender, marital status,
education, experience).
Family-work conflict: It implies a bidirectional relationship; conflict is occurred in both domains (Mauno & et
al, 1998) as a major issue affecting both employees and employers. The work-family conflict facet was defined
as a form of inter-role conflict occurring as a result of general demands and strain created by the job interfering
with one‟s ability to perform family related responsibilities and it leads into mental pressure and the reduction
of personal and organizational health criteria (Arizi Samani, 2011:151-170). Greenhaus & beutell defined
Work-home interference and work-family conflict have been defined as „„a form of inter-role conflict in which
the role pressures from the work and family domains are mutually incompatible (Henssey, 2005). We are faced
with two kinds of family-work conflict: a. The work-family conflict facet was defined as a form of interrole
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conflict occurring as a result of general demands and strain created by the job interfering with one‟s ability to
perform family related responsibilities or a form of conflict between the roles in which the strains of work and
family roles are incompatible and the participation in other roles is difficult.
B. family-work conflict facet as role conflict resulting from general demands and strain created by the family
interfering with an employee‟s ability to perform responsibilities related to work. Netemeyer et al. (1996)
defined the family-work conflict facet as role conflict resulting from general demands and strain created by the
family interfering with an employee‟s ability to perform responsibilities related to work. Work and family are
the main systems in the life of each person forming a unique aspect of human behavior and each person should
balance between both aspects. Work-family conflict is occurred when the requirements of each of two domains
(work) with the demands of other domain (family) are incompatible and this conflict can affect family life
quality and work life quality (Adams & king & king, 1996). The sustainable conflict between work and family
is related with some issues as job burnout, family and work strains, physical symptoms of disease, depression,
alcohol abuse, bad relation of child-parent, negative behaviors of the children, the reduction of job satisfaction
and increase of job leave and job absence (Lambert & et al, 2006). Greenhaus & beutell divided different kinds
of work-family conflict into three types of 1- time conflict, 2-strain based conflict, 3) behavior based conflict.
-Time –based conflict
Time-based conflict is evidenced when time pressures of one role prevents an employee from being able to allot
time to meet the demands of another role. It has two forms.
A. continuous time strains with a role making following from the expectations of another role physically
impossible. b) It is possible that when a person wants to meet the demands of a role physically, he is involved
with another role mentally (Voydanoff, 2005).
-Strain-based conflict
The second form of family-work conflict is the strain as the result of occupational and family strains. These
stimuli in job and family roles create physical and mental pressures such as stress, anxiety, depression and
aggression making the meeting the demands of another role difficult and the strain based conflict occurs when
pressure or strain from one role affects how a person performs in another role. The incompatibility of the roles
is due to the strain of a role making the following of the demands of another role difficult (Milkie & peltola,
1999).
-Behavior based conflict
Behavior-based conflict occurs when behavioral patterns required and exhibited in one role are
incompatible with those required for another role. It is possible that it is expected of a male executive manager
to be bold in his duties but the family members have different expectations from him and he is faced with
different behavior expectations. In this kind of conflict, special models of behavior in a definite role are
incompatible with the expectations of the behavior in another role. It is possible that in job role, some behaviors
are required of a person that are incompatible with the behavioral expectations in family role. When he cannot
follow the behavioral expectations despite the behavior change he is faced with behavior-based conflict
(Mesmer & et al, 2005). Work conflict and family-work conflict affects the work life and family conflict and
family-work conflict affects the family life method. The work life and family life predict life satisfaction
(Robinson & Kelley, 1998). Work life is a comprehensive construct including job health of a person, when a
person work experiences are with the reward without strain and other negative outcomes (Burke, 2004). The
family life is the concept including the family health of a person, when his roles as father/mother and spouse are
with reward without strain and other negative outcomes. Life satisfaction is arising from a person satisfaction of
having a good job life (Fron & et al, 1992).
Organizational commitment is one of the issues of attitude that is defined as mental and intellectual relation to
some issues and by improving attitude in an issue, the commitment increase is possible. Understanding
commitment process is useful for the organizational and society because it leads into the innovation of the
employees, high stability in the institution and competition in the institution and the society can use high
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productivity of the organizational and better quality of the products. Another issue of motivation is
organizational commitment dedicating a great volume of management issues in the west in 1970s. The
organizational commitment has close relation with job satisfaction of the employees and from the second half of
the 20th century “Motivation, job satisfaction and organizational commitment” are considered from interest
variables for organizational commitment understanding. The results of the studies showed that organizational
commitment is related with many occupational behaviors of the employees and organizational commitment has
serious effects on organization performance (Saatchi et al., 2008:147-167).
The emotional organizational commitment (stay): emotional commitment means belonging of a person to an
organization. The person stays in the organization for the reason that he has positive attitude to the values of the
organization. This kind of commitment is created when a person continues his works due to the emotional
dependence.
Continuous organizational commitment: A person continues his works in the organization as he needs
the benefits of the organization. He stays in the organization as based on costs-benefit analysis; he is required to
stay in the organization.
Normative organizational commitment: This type of commitment is arising from a person values in the
organization, he believes that he is indebted to the workplace and no organization can be successful unless the
members of the organization can be committed and attempt to attain the aims (Nasr Esfahani, 2011: 105-124).
-Organizational commitment outcomes
By meeting the main requirements of the employees, the organizations can be committed by establishing the
mutual relation between themselves and organizational culture to the organization. The commitment can have
positive outcomes. The employees with commitment observe discipline and they stay for a long time in the
organization. The managers should maintain the commitment of the employees to the organization and by the
participation of the employees in decision making and providing an acceptable level of job security, more
commitment is provided for them (Taleqani and Negahdarian, 2010:2).
The theoretical framework of the study
In the theoretical framework of the study, at first the study variables are investigated, then the relations between
the variables are defined. In this study, work-family conflict is studied as predictive variable (independent) and
organizational commitment is studied as criterion variable (dependent).
Work-family conflict is a kind of interrole conflict in which the pressure of the roles and work-family demands
are incompatible (Qaredaqi and Mahmoodi, 2012). Work conflict is classified into three domains: time-based
conflict, strain-based conflict and behavior –based conflict and the incompatibilities leads into work-family
conflict. One of the initial studies regarding the relation between family life and occupational life in workfamily institution of USA showed that this issue is related with job outcomes (Hashemi Sheikh Shabani et al.,
2011).
The organizational commitment is an attitude about loyalty to an organization and a continuous process that by
participation of people in organizational decisions, the success of the organization is required being evaluated in
three dimensions as emotional commitment, continuous commitment and normative commitment ( Abili and
Nastizayi, 2009). The studies of Demerouti et al (2004) showed that work-family conflict is associated with job
commitment. Anderson et al (2002) showed that conflict is the symbol of being out of balance. Work-family
conflict as the most important strain of work and family domains is associated with mental pressure of job and
this issue affects organizational outcomes as organizational commitment. Gaither et al (2008) showed that
work-family conflict as occupational strain by job stress can affect job outcomes as job satisfaction and
organizational commitment and job leave.
-Study population
In this study, the study population is all the employees of the branches of Tejarat bank of Kerman with 26
Tejarat bank branches, 295 employees and the table and the number of the questionnaires collected are shown
in Attachment no. 4.
-Sample size and sampling method
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Any scientific study requires taking time and money. The researchers are required to acquire the samples via
sampling of the probable information by the data analysis and by generalizing dedicate the information to the
main population (Khaki, 2003:158).
The study populations of this study are all the employees in the branches of Tejarat Bank of Kerman as 295
people in 26 branches. To determine the sample size, Cochran‟s formula was applied.
In this study by stratified sampling method and by Cochran‟s formula, 169 people were determined. Random
stratified method was applied.
-Data collection instrument
For data collection, a questionnaire was used and it was distributed among the study population.
1To evaluate work-family conflict, the questionnaire was provided by Carlson, Kamar and Williams
(2000) and it was composed of 18 questions. The responses were ranging 1 (completely disagree) to 5
(completely agree) by Likert scale and the high score showed high work-family conflict.
2To evaluate the organizational commitment, Allen Mayer organizational commitment inventory was
made in 1990 and it was applied to evaluate the three components of organizational commitment. In this
questionnaire, to evaluate each components of emotional commitment, normative and continuous, 8 items were
applied. The questionnaire had 24 items based on 5-itme Likert scale.
-Validity of the questionnaire
To determine the validity of the questionnaire, 5 questionnaires were distributed among 5 lecturers of
management of the faculty members of Azad University of Rafsangan and Kerman to present their comments.
Finally, content validity and common method, the validity of the first questionnaire was supported as 0.82 and
validity of the second questionnaire was 0.86.
The reliability evaluation
In this study, to investigate the internal consistency of the questionnaire questions, Cronbach‟s alpha was used.
questionnaire
Organizational
commitment
Work-family
conflict
Table 1-Internal consistency Table
Cronbach‟s alpha
Questions
Subjects
0.844
24
169
0.861
18
169
The Cronbach‟s alpha for organizational commitment questionnaire was 0.844 and work-family conflict 0.861
that is higher than the required value 0.70.It can be said that internal components (all the items) had acceptable
correlation with each other.
-Data collection method
The questionnaire method was applied. This method provided the fact to collect the required information from
the study population. The lack of ambiguity was observed in the questionnaires. 169 questionnaires were
distributed and collected after 4 weeks.
-Data analysis method
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After the questionnaires distribution and data collection, all the questionnaires were investigated and the data
were extracted. For data analysis, the followings should be done:
1All the questionnaires were classified as computer format.
2To plot the chart, SPSS software was applied.
For data analysis, the following study methods were applied:
1Descriptive statistics: Frequency, bar and box tables. By these tables and charts, a description of general
features of the managers, the questionnaire questions were presented.
2Inference statistics: To investigate the hypotheses 1 to 3, Pearson and Spearman correlation methods
were applied. To predict the criterion variable, Stepwise method was used. Before the performance of normal
regression, criterion variable was app lied by one-sample Kolmogrov-Smirnov test. The normality was
established for all the variables. To study the relation between work-family conflict and organizational
commitment with the presence of intermediate variables of education, experience and gender, linear log method
was applied (hypothesis 4). For data analysis, SPSS software version 16 was applied and significance level was
0.05.
4. Main hypothesis
There was a relation between work-family conflict of the employees and their organizational commitment in the
branches of Tejarat Bank of Kerman.
To study the relation between work-family conflict of the employees and their organizational commitment,
Pearson and Spearman correlation coefficient was applied (quantitative variables). The results of the test are
shown in the following Table.
Table 2-Pearson and Spearman correlation coefficient between work-family conflict of the employees and
organizational commitment
Correlation Correlation
Type of
p-value
N
Relation
statistics
coefficient
relation
Pearson
*
-0.345
>0.001
169
Yes
Reverse
Spearman
-0.401
>0.001*
169
Yes
Reverse
*at 0.05 significant, ** at 0.01
Based on the results of correlation test, Pearson correlation coefficient was -0.345 and Spearman correlation
coefficient was -0.401 and it showed that there was a significant relation between work –family conflict of the
employees and their organizational commitment (P<0.05) and as the correlation coefficients were negative, it
showed a reverse relation between these two variables, it means that by the increase of work-family conflict of
the employees, the organizational commitment is reduced.
Sub-hypothesis 1
There was a relation between work-family conflict of the employees and their emotional commitment in the
branches of Tejarat Bank of Kerman.
To study the relation between work-family conflict of the employees and their emotional commitment, Pearson
and Spearman correlation coefficient was applied (quantitative variables). The results of the test are shown in
the following Table.
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Table 3-Pearson and Spearman correlation coefficient between work-family conflict of the employees and
emotional commitment
Correlation Correlation
Type of
p-value
N
Relation
statistics
coefficient
relation
Pearson
*
-0.345
>0.001
169
Yes
Reverse
Spearman
-0.427
>0.001*
169
Yes
Reverse
*at 0.05 significant, ** at 0.01
Based on the results of correlation test, Pearson correlation coefficient was -0.345 and Spearman correlation
coefficient was -0.427 and it showed that there was a significant relation between work –family conflict of the
employees and their emotional commitment (P<0.05) and as the correlation coefficients were negative, it
showed a reverse relation between these two variables, it means that by the increase of work-family conflict of
the employees, the emotional commitment is reduced.
Sub-hypothesis 2
There was a relation between work-family conflict of the employees and their continuous commitment in the
branches of Tejarat Bank of Kerman.
To study the relation between work-family conflict of the employees and their continuous commitment, Pearson
and Spearman correlation coefficient was applied (quantitative variables). The results of the test are shown in
the following Table.
Table 4-Pearson and Spearman correlation coefficient between work-family conflict of the employees and
continuous commitment
Correlation Correlation
Type of
p-value
N
Relation
statistics
coefficient
relation
Pearson
*
-0.254
>0.001
169
Yes
Reverse
Spearman
*
-0.228
>0.001
169
Yes
Reverse
*at 0.05 significant, ** at 0.01
Based on the results of correlation test, Pearson correlation coefficient was -0.254 and Spearman correlation
coefficient was -0.228 and it showed that there was a significant relation between work –family conflict of the
employees and their continuous commitment (P<0.05) and as the correlation coefficients were negative, it
showed a reverse relation between these two variables, it means that by the increase of work-family conflict of
the employees, the continuous commitment is reduced.
Sub-hypothesis 3
There was a relation between work-family conflict of the employees and their normative commitment in the
branches of Tejarat Bank of Kerman.
To study the relation between work-family conflict of the employees and their normative commitment, Pearson
and Spearman correlation coefficient was applied (quantitative variables). The results of the test are shown in
the Table 5.
Table 5.Pearson and Spearman correlation coefficient between work-family conflict of the employees and
normative commitment
Correlation Correlation
Type of
p-value
N
Relation
statistics
coefficient
relation
Pearson
-0.113
0.143
169
NO
Spearman
-0.083
0.286
169
NO
*at 0.05 significant, ** at 0.01
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Based on the results of correlation test, Pearson correlation coefficient was -0.113 and Spearman correlation
coefficient was -0.083 and it showed that there was no significant relation between work –family conflict of the
employees and their normative commitment (P>0.05).
Work-family conflict can predict organizational commitment in the branches of Tejarat bank of Kerman town.
In this hypothesis, we are required to investigate whether work-family conflict components (time-based
conflict, strain-based conflict and behavior-based conflict) can predict organizational commitment variable.
To study this hypothesis, the linear relation between predictive variables (work-family conflict) and criterion
variable (organizational commitment), Stepwise method was used. To study the relation between work-family
conflict (time-based conflict, strain-based conflict and behavior based conflict) and organizational commitment
and the prediction of organizational commitment by work-family conflict, simultaneous regression (time-based
conflict, strain-based conflict and behavior based conflict on organizational commitment was applied and the
results are shown in the Tables.
Table 6-Variance analysis Table to stud y the relation between criterion variable (organizational commitment)
and predictive variables of work-family conflict components
Model
Sum of squares
Degree of freedom Mean of squares
F statistics
P-value
Residual
1.022
3
0.341
6.865
regression
*
<0.001
8.184
165
0.050
Total
9.206
168
The results of variance analysis showed that regression model was significant (P<0.05).
Table 7-The results of simultaneous regression of work-family conflict on organizational commitment
Non-standard
coefficient
Predictive variables
Constant
Time-based
WorkStrain-based
family
Behavior
conflict
based
B
coefficie
nt
4.147
-0.154
-0.114
-0.099
Beta
Standard
coefficient
t
P
R
R2
R2(adj)
0.241
0.046
0.048
-0.252
-0.177
17.225
-3.324
-2.405
*<0.001
0.333
0.111
0.095
0.044
-0.170
-2.243
*0.026
Standard
error
*<0.001
*0.017
Criterion variable
*significant at 0.05 (P<0.05)
Based on simultaneous regression, work-family conflict on organizational commitment, time-based conflict
predicts organizational commitment negatively and it has decreasing effect (P<0.001, B=-0.154). Also, strainbased conflict negatively predicts organizational commitment and it has decreasing effect (P<0.001, B=-0.114).
Also, behavior-based conflict negatively predicts organizational commitment and it has decreasing effect
(P<0.001, B=-0.099). Based on R2, 11% of the changes of organizational commitment are explained by workfamily conflict. The regression model is as following:
Organizational commitment=4.147-0.154×time-based conflict-0.154×strain-based conflict-0.099×behavior
based conflict
Sub-hypothesis 4
There is a difference between work-family conflict and organizational commitment of the employees in the
branches of Tejarat Bank of Kerman with intermediate variable (marital status, gender, education, experience)
Two variables work-family conflict of the employees and organizational commitment are dependent with the
condition of the presence of gender variable. It means that gender as a confounding variable can affect workfamily conflict among the employees and organizational commitment (P<0.05,
). The results of
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the correlation between work-family conflict of the employees and organizational commitment among men and
women showed that correlation between the two variables is significant only among men group
(p<0.05)(correlation value among men is -0.381).
Two variables of work-family conflict of the employees and organizational commitment with the condition of
marital status are dependent. It means that marital status as a confounding variable can affect the relation
between work-family conflict and organizational commitment among the employees and organizational
commitment (P<0.05,
). The results of the correlation between work-family conflict of the
employees and organizational commitment among married and singles showed that correlation between the two
variables is significant only among married group (p<0.05)(correlation value among married is -0.261).
Two variables of work-family conflict of the employees and organizational commitment with the condition of
education variable are dependent. It means that education as a confounding variable can affect the relation
between work-family conflict and organizational commitment among the employees and organizational
commitment (P<0.05,
). The results of the correlation between work-family conflict of the
employees and organizational commitment at education level showed that correlation between the two variables
is significant only among associate group (p<0.05)(correlation value among associate is -0.316).
Two variables of work-family conflict of the employees and organizational commitment with the condition of
experience variable are dependent. It means that experience as a confounding variable can affect the relation
between work-family conflict and organizational commitment among the employees and organizational
commitment (P<0.05,
). The results of the correlation between work-family conflict of the
employees and organizational commitment at education level showed that correlation between the two variables
is significant only among 1-10 year group (p<0.05)(correlation value among 1-10 year is -0.222).
The results of hypotheses analysis
1There is an association between work-family conflict of the employees and their organizational
commitment in branches of Tejarat Bank of Kerman
2There is a relation between work-family conflict with emotional commitment among the in branches of
Tejarat Bank of Kerman
3There is a relation between family-work conflict with continuous commitment among the employees of
the branches of Tejarat Bank of Kerman
4There is a relation between family-work conflict and normative commitment among the employees of
the branches of Tejarat Bank of Kerman
5There is a relation between family-work conflict and organizational commitment among the employees
of the branches of Tejarat Bank of Kerman based on intermediating variables (gender, marital status, education,
experience).
5. Discussion
The direction of work-family conflict considers two aspects. The item in which work issues interfere with
family life and the direction in which family issues interfere with work domain. Based on the sample study as
the employees of Tejarat Bank, the work-family conflict was considered. It seems that the problems of bank
employees have negative effect on the families of the employees. This variable was evaluated by organizational
commitment variable.
Family-work conflict is a special type of the conflict between the roles in which a person is involved
simultaneously with different demands of work and family responsibilities (Qaredaqi and Mahmoodi, 2012:37).
There is a significant relation between organizational commitment and work-family conflict and there is a
reverse relation between the two variables and this is in line with the studies of Demerouti et al (2004) and
Gaither et al.(2008). Organizational commitment in the branches of Tejarat bank of Kerman town showed the
behaviors of the employees as their attempts of the employees in their duties, the maintenance of effective
employees, effective presence at work place, more inclination to present citizenship behavior in the
organization and presentation of high quality services. If work conflict of the family is low, the quality is better.
By an exact definition of emotional commitment as one of the subsets of organizational commitment, it was
shown that emotional commitment is considered as belonging of an organization that by accepting
organizational values and tendency to stay are shown. The values showed that if the work-family conflict is
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controlled, the belonging to the branch of the bank and tendency to stay are increased and it is in line with the
studies of Rashidrahman and Vahid (2012) and Ibn Lijeri and Sonmez (2012). The behavioral and mental
condition of the employees of the branches of Tejarat bank of Kerman showed that the families with the
minimum work-family conflict were sensitive to their success in the bank in their services. Based on continuous
commitment that is arising from the understanding of increasing of the costs on an organization, the lost costs
are the costs of an activity or project that are not recovered. Thus, if a person has continuous commitment, he
will be sensitive to the increase of such costs. A person continues his work in the organization because he needs
the benefits of the organization. He stays for the fact in the organization that based on costs-benefit analysis, he
needs to stay in the organization (Golipor, 2007). These employees are sensitive to the costs. According to the
definition of normative commitment “as perceived duty for the support of the organization and its activities it
shows the obligation to stay in the organization and people think they are obligated to continued their duties in
the organization. The results of the sampling among the employees of the branches of Tejarat bank of Kerman
showed that the work-family conflict didn‟t have significant relation with normative commitment among the
employees. If the conflict level is at the lowest one, the obligation to stay is not created. Ibn Lijeri and Sonmez
(2012) in international journal of human resources management published an article titled the study of
organizational commitment and work-family conflict among doctors and nurses in Ankara. The results showed
that there is a reverse relation between organizational commitment with work-family conflict. The results
showed that the committed physicians and nurses experienced more work-family conflict. Based on the results
in this study, it can be said that if the bank employees are supported to create more balance between work
environment and family environment, their emotional commitment to their job is increased considerably.
Employment and work is considered from the beginning. The gender variable can affect work-family conflict
relation with organizational commitment. In this study, men were faced with work-family conflict more than
women. Based on the hypotheses above, their commitment to their work was changed by increasing and
decreasing conflict level. The similar study by Casper et al. (2002) in psychology school of Tulsay Oklahama in
USA was done. It can be said that work place commitment due to the direct response necessity on family
commitment that is not effective as its management, it is caused that employees take their work place issues to
their home. The married employees of Tejarat Bank branches of Kerman were faced with conflict more than
others. Because due to the lack of consistency between the processes and work place issues with the images of
family members, the work issues are not discussed at home. So, they are not perceived from the family. Thus,
conflict level is increased and the organizational commitments are changed. High education causes that the
employee have high analysis perception to solve work place issues and consistency of organizational
commitments and family issues. According to the results of sampling among the employees of the branches of
Tejarat Bank of Kerman showed the reverse relation between family work conflict and organizational
commitment among the employees with high and low education. It means that high education among the
employees lower the work family conflict and the organizational commitments were increased and vice versa.
Some researchers as Nazim Ali and Baluch (2012) mentioned this issue. The experience caused that the
employee has better understanding of organizational commitments and their confronting. The family due to
high familiarity with organizational commitment has high perception of confronting the commitments of
spouse. The high experience caused that organizational relations with other co-workers had high flexibility and
respect. The mentioned items were determined based on the results of sampling among the employees of Tejarat
Bank branches of Kerman province.
6. The limitation of the study
1The attempts of the researcher attracted the attention of the employees of Tejarat bank branches to
collaborate with the researcher regarding the answer to the questions of the questionnaire
2The shortage of information resources in the study
3The inherent limitation of the questionnaire, because the questionnaire can not reflect the comments of
the employees well.
4The lack of response of most of the employees of the banks despite the frequent visit s
5The dispersion of the branches of Tejarat bank in Kerman.
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9. Research recommendation
1Applying time management in work and life domains can reduce the pressures of work and life and by
more focus on work duties, it can have high efficiency and it increased commitment in work place and proceed
the organization aims.
2Participation of the family in the affairs caused the common understanding among the family and the
employee of work issue and it had positive effect on reduction of work-family conflict and increased a person
commitment to his work.
3The study of scientific and applied solutions to reduce work-family conflict and effectiveness of workfamily conflict management methods among men with various jobs and the participation of the employees in
decision making and improving social relations networks.
4The required condition for the participation of the staffs and using new ideas in solving work-family
conflict and it leads into innovation and increase of commitment in the organization.
It is recommended to the managers of the banks to use the following issues: instruction workshops to increase
the skills of the employees, the sessions to reduce work-family conflict to increase work life quality of the
employees, the consulting centers in the organizations to solve family problems of the employees, giving more
power to the employees, the participation in taking the decisions of the employees and the design of instructions
and mutual respect, clarity of the relations and the organization develops human capabilities of the employees
and these people consider value to the organization as the organization working for them.
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