Work-family conflict is an inter-role conflict in which the role pressures from work and family domains are mutually

incompatible in some respect (Carmeli, 2003). That is, the participation in the work -family role is affected by participation in the family -work role. Work-family conflict is a common problem among employees; it is an undesirable situation and it negatively affects quite a number of other areas within and outside the family, these include: an increase in prolong fatigue, high level of absenteeism at the work, and labour turnover intentions, among others (Nicole, 2003). The most common outcomes associated with work-family conflict are higher instances of job and family distress, poor health outcomes, and decreased job and life satisfaction (Warner, 2005). Sometimes, it leads to broken homes, and polygamy or an unexpected marriage. Nicole (2003) reveals that work-family conflict is caused by factors from both the work and home situations. The role of work time arrangement in the development of such a conflict is particularly striking; for example, working shifts, sudden transfer, frequent overtime, and change of working hours all increase the risk of conflict. Both the organization and the employee have the responsibilities of eliminating work-family conflict. Empirical evidence shows that individuals with high emotional intelligence are able to balance family interference with work and vice-versa (Brett & Stroh, 1995; Clarke, 2000; Carmeli, 2003; Nicole, 2003). Oredein, afolakemi olasumbo & Alao, foluso toyin Most of the previous research on man-aging workfamily conflict focuses on methods of coping with the resulting negative emotions. For example, Kirch-meyer (1993) applies the taxonomy of coping with responses identified by Hall (1972)structural role definition (altering the expectations of others), personal role definition (altering ones own expectations) and reactive role behavior (responding to all demands)to the workfamily area. Ashforth (2000), Edwards

and Rothbard (2000), Green-haus and Parasuraman (1999) and Lambert (1990) present psychological tactics such as segmentation (the suppression of behavior, thoughts, and feelings from one domain while participating in another), compensation (intensive involvement in one domain to counteract negative outcomes in the other), accommodation (limited psycho-logical involvement in one domain to accommodate the demands of the other), and boundary management (methods of developing and navigating borders between work and family domains) as methods of coping with workfamily conflict. Ruderman et al. (2002) discuss the importance of psychological resources and social support in strengthening coping ability. The role synthesis work of Kossek, Noe, and DeMarr (1999) concentrates on boundary management and role embracement concepts, with external resources only playing a mediating role. While these authors elucidate various internal means of handling workfamily conflict, they are silent on techniques to reduce the sources of this conflict. Becker and Moen (1999) and Moen and Yu (2000) identify a number of externally oriented methods of lowering workfamily conflict, including postponing children, hiring assistance with child-care and household duties, and scaling back work, and non work, but they stop short of discussing how to choose the optimal strategy. The framework presented here contributes to previous research in three ways: (1) by focusing on externally oriented, structural strategies for reducing the level of workfamily conflict instead of internal coping mechanisms; (2) by illustrating how workfamily management strategies impact new venture performance; and (3) by providing guidelines for choosing among these strategies. (Lois M. Shelton 2006)

Greenhaus and Powell (2006) stated that as many scholars have observed, the work-family literature has been dominated by a conflict perspective (p. 72), and Greenhaus and Beutell (1985) defined work-family conflict as a form of role conflict in which the pressures from work and family domains are mutually incompatible in some respect (p. 76). Trachtenberg, Anderson and Sabatelli (2009) noted that work-family conflict is a term used to illustrate the competition between ones professional role and ones personal and family life (p. 472). It is well established that conflict occurs in the workplace and enters the home (referred to as work-family conflict, WFC) or occurs in the home and enters the workplace (family-work conflict, FWC). This bi-directional approach to conflict is well established (Eby, Casper, Lockwood, Bordeaux & Brinley, 2005; Allen, Hurst, Bruck & Sutton, 2000). Conflict that can take varying forms depending on time, strain or behaviour (SlanJerusalim & Chen, 2009). Time-based conflict is when time devoted to one role makes it difficult to participate in the other role, with the number of hours worked being directly related to the amount of work-family conflict (Greenhaus & Beutell, 1985). Associated factors include work hours, frequent overtime and irregular shift work (Greenhaus & Beutell, 1985). Strained-based conflict is when strain symptoms experienced in one role (work or family) intrude into the other role (family or work) resulting in symptoms such as fatigue, irritability and depression (Greenhaus, Parasuraman, Granrose, Rabinowitz & Beutell, 1989). For example, a person experiences stressful events at work, resulting in unfulfilled expectations within their job, which in turn results in fatigue, tension, and frustration, making it difficult for them to pursue a fulfilling family life (Greenhaus & Beutell, 1985). Finally, behavior-based conflict is where specific behaviours required in one role are incompatible

with behavioral expectations within the other role (Greenhaus et al., 1989). For example, a manager may have to be focused and have aggressive characteristics at work, while at home in a family situation might be expected to be warm, emotional, and thoughtful in their interactions with other family members. Therefore, if a person cannot manage their behavior to suit the expectations of different roles they are likely to experience conflict between the roles (Greenhaus & Beutell, 1985). As a consequence of these three types of conflict, a number of detrimental outcomes are likely to occur both at home and in the workplace. Jarrod M. Haar & Maree Roche 2011 Parasuraman and Simmers (2001) studied that how work and family role features affected workfamily conflict. He also studied indicators of psychological well being among males and females workers who are self employed or organizationally employed. In that study, employment type and gender were independent variables. They concluded that as compared to the organizational employees, self employed employees enjoy more self-sufficiency, and flexible working hours which leads to more job involvement and job satisfaction however they also experience more work-life conflict and less family satisfaction. Grzywacz et al. (2002) stated in his research on work-family spillover and daily reports of work and family stress in adult labor force that female workers reported higher level of positive spillover from work to family than did males. They test hypothesis regarding the distribution of work-family spillover by social structural context. Education was only attached with one type of work-family spillover and proved that less rather than more; education was associated with less negative spillover from work to family. In a research conducted on two hundred three teachers to see relationship of work-family culture, work-family conflict, job satisfaction,

organizational commitment and Organizational Citizenship Behavior (OCB), Pearson

correlations indicated that there was negative relation of OCB and work-family conflict while OCB was positively related with work family culture, job satisfaction and organizational commitment. Work-family culture indicated both organizational commitment and OCB, and that organizational commitment did not settle the relationship between work family culture and OCB. The findings were helpful for schools to foster a positive work-family culture (Bragger et al., 2005). (Rabia Aslam, Sadaf Shumaila, Mahwish Azhar and Shama Sadaqat 2011) Advancement in technology and round the clock economy has produced opportunities for parents to work in shifts to reconcile the demands on females simultaneously at places, home and work (Presser, 1988). Spitze (1978) said that flexibility in working hours compensates the difference between personal and professional life. According to Bergmann (1986), middle class womens participation in work force, due to having fewer children is now not a great conflict in family position. Longitudinal study said that young women dont turn to part-time job after marriage or a child birth as it was the case with women in the past to reduce their labour after such events. Robinson (1988) reported that in the modern age, women have to do greater family work and caring and the length of time which they spend in doing these jobs are decreasing, too, especially, among young women. Ross (1987) strengthened this statement by saying that women are spending more time in paid work which ultimately decreases the time in home tasks. Role overload recognized by Kahn et al. (1964) and lengthier working time along with schedule conflict by Pleck et al. (1980) are associated with time based conflict. Silver (1993) said that bringing pa id work to home likely increases home jobs, e.g. laundry and child care. In Silver and Francess views (1994), generally, the more demanding and mental attention required job minimizes domestic time.

Turnover at the turn of twenty first century in the tight labour market is a critical issue, as it is particularly concerned with the management (B att and Valcour, 2003). Leontaridi and Ward (2002) said that turnover of worker is in favor of growth and advancement. Other studies showed that best performers were more inclined to leave due to ample external opportunities (Jackofsky, 1984; Hochwarter et al., 2001). In Ahuja et al. words, (2007), turnover intention doesnt exhibit the result of turnover as other factors influence e it. Similarly, Richer, Blanchard and Vallerandi (2002) said that turnover intentions were supposed to translate in turnover behavior with the passage of time. As Bhagat (2003), said that reduced job involvement, weakened performance and low job satisfaction would certainly lead to absenteeism and turnover because of many consequences. Though the turnover process was supported and highlighted by the role of intentions, yet the study investigates the direct effect of personal and organizational variable on turnover or intentions (Mitchel, 1981). The above study exhibits the significance of turnover intentions among various labour markets. In future, research on turnover issues will likely be the growing as the changes taking place in management styles (Birdseye and Hill, 1995). (Muhammad Shakil Ahmad and Muhammad Tahir Masood 2011) The lower overall performance was found for men who experienced work-family conflict than men who did not, but no difference in overall performance ratings were given to women who experienced the work-life conflict and women who did not. While there were studies supporting the relationship between work-family conflict and job performance, others did not. Bhuian, Menguc and Borsboom (2005) found no noteworthy relationship between work-family conflict and job performance. Similar findings were documented by Netemeyer, Boles and McMurrian (1996). According to Aminah (2008) the work-family conflict is directly negatively related to the level of employees job performance. It is also proved by her that work-

family conflict increase employees emotional exhaustion as a result job performance level is reduced. Work-family conflict reduces employees job satisfaction which will in turn decrease the level of job performance. Work-family conflict leads to emotional exhaustion experienced by employees which will reduce the job satisfaction level and consequently lowers the job performance level. Work-family conflict and job performance is tested by inadequate number of empirical studies, and many studies out of them have produced conflicting results concerning to the relationship between the two constructs i.e. work-life conflict and employee job performance (Allen et al, 2000). Since there are number of studies that tend to support the negative relationship between work-family conflict and job performance, therefore it is hypothesized that work-life conflict is negatively related to the perceived employee job performance in Pakistan. (Mahmood Anwar and Khurram Shahzad 2011)