Management Development: A Model of Linkages Between Work Family Conflict, Job Satisfaction and Individual's Passionate Desire to Develop

through Management Development Opportunities

A. Thushel Jayaweera 1 The study examines the impact of Work Family Conflict and Job Satisfaction and Individual's Passionate Desire to Develop through Management Development Opportunities. Survey was carried out among 132 managers in ten classified hotels in Sri Lanka. Findings of the study revealed that Work Family Conflict is negatively related with Individual's Passionate Desire to Develop through Management Development Opportunities. Work Family Conflict was found to have a negative relationship with Job Satisfaction but Job Satisfaction was found to have a positive relationship with Individual's Passionate Desire to Develop through Management Development Opportunities. Implications are discussed.

1. Introduction
In the new millennium, globalisation has introduced many changes and developments, one of which is the substantial growth of hotel accommodation industry and related workforce in Sri Lanka. Hotel organizations are striving to train and raise a crop of skilled professionals as for the achievement of business goals in the highly competitive business of hoteling in which effective managers play a critical role. Human Resource Development is essential in today's business environment. Managers have to be with up-to date in skills and expertise to deliver results, meet present demands and prepare for future challenges (Armstrong, 2001). Recent research suggests that work family conflict influences individual willingness for joining activities that are helpful to grow at work (Hammer, Thomas, 2002; Marshall, 1992). Work Family Conflict determines individual desire towards self-development specifically in the managerial profession. (Carikci, 2002: Jayaweera, 2004). It is an important construct to focus upon when considering compliance in a close family life style develop meet of this profession. (Gilmer,1966). Managerial attitudes, specifically job satisfaction influence one's desire to grow and to be developed (Yuen, 1995; Evans, 2003).
1- Department of Human Resources Management Faculty of Commerce and Management Studies University of Kelaniya Sri Lanka E-mail;thushelrose@yahoo.com

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Management development depends much on the individual provided that organizations facilitate managers to grow (Armstrong, 2001). Management development means self-development and it involves individual desire as people must choose to improve through management development opportunities (Watson, 1992). Intrinsic Motivation theory indicates an individual's feeling of passion towards development would energize managerial development (Thomas, 2002). Thus, organizations require appealing to manager's passion towards development as to enhance managerial development. These issues have to be rightly considered in managerial development in order to achieve Human Resource Development goals and to achieve business goals in the changing global and regional scenario. This paper focuses on an investigation of the linkages between Work Family Conflict, Job Satisfaction and Individual's Passionate Desire to Develop through Management Development Opportunities with special reference to the hotel managers in Sri Lanka. The main objectives of this study are To identify the important factors of Work Family Conflict of the hotel managers in Sri Lanka ii To find out the relationship between Work Family Conflict and Individual's Passionate Desire to Develop through Management Development Opportunities of the hotel managers in Sri Lanka iii To find out the relationship between Work Family Conflict and Job Satisfaction of the hotel managers in Sri Lanka iv To find out the relationship between Job Satisfaction and Individual's Passionate Desire to Develop through management Development Opportunities of the hotel managers in Sri Lanka i

2. Model
Management development is more of self-development (Drucker, 1955; McGregor, 1960). Effective managerial development would take place when individual's care passionately towards development (Fann, 1998; Thomas, 2002). The existing research indicates work family conflict and employee attitudes influence manager's interest towards joining management development activities and development as managers. Thus, this paper specifically examines how Work Family Conflict and Job Satisfaction link with Passionate Desire of the managers towards Development through Management development opportunities. The model (Figure 1) proposes that work family conflict and job satisfaction influence the individual's desire to develop through management development opportunities. Work family conflict is also thought to influence job satisfaction.

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Figure 1: Research Job Model

Satisfaction Individuals passionate desire to develop through Management Development Opportunities Work Family Conflict

2.1 Individual's Passionate Desire to Develop through Management Development Opportunities Management development is self development (Armstrong, 2001). Management development refers to a systematic process of training and growth by which individuals gain and apply knowledge, skills, insights and attitudes to manage organizations effectively (Berack, 1996). As managers tend to develop interest and get motivated 'intrinsically' towards joining such activities and develop passion towards one's growth the development prospects get better (Thomas, 2002). The term 'passionate desire' has originated from the Intrinsic Motivation Theory and refers to an individual's passionate desire for development (Thomas, 2002). 2.2 Work Family Conflict Hotel managers experience high level of work family conflict due to tightened work and family lives in Sri Lanka (Jayaweera, 2004). As managers experience interference from work and family roles, they are less motivated and feel less passionate in developing through management development (Torracco,Swansen,2003). Work family conflict refers to a form of interole conflict in which the role pressure from the work and family domains are mutually incompatible in some respect (Kahn, Wolfe, Quinn, Snoek and Rosenthal, 1964). Work family conflict can be explained as bi-directional (Hammer, 2002; Frone, Russell & Cooper, 1992; Frone, Yardly & Marshall, 1997) and contains two components; work to family conflict and family to work conflict. Work to family conflict means that work interferes with family and family to work conflict means that family interferes with work. Work family conflict affects negatively with self-development and career advancement of employees (Higgins Duxbury, 2002).Thus work family conflict has a negative relationship with an individual's passionate desire to develop through management development opportunities. 110

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Thus the first hypotheses will be as follows: H 1: Work family conflict will negatively associate with an individual's passionate desire to develop through management development opportunities. 2.3 Work Family Conflict and Job Satisfaction Job satisfaction refers to the employee's judgement of how well his job on the whole is satisfying his various needs (Smith, 1955). Career satisfaction tends to influence one's progress towards promotion (Childs ands Klimoski, 1986) and making career advancement (Dukette, Campbell and Hakell, 1969). Previous research studies have proposed that there is a link between work family conflict and job satisfaction (Ahuja, Chudoba, George, Kaemar, Harrison, 2002;Perry, Jenkins, Repetti & Cracker, 2000). Work family conflict has been found to be negatively related to several variables linked to job satisfaction (Strok, Brett and Reilly,1996).Thus, in keeping with recent theorizing (Powell, Mainicro, 1992; Schner, Reetman, 1993;Strok ,Reilly,1992), it is expected that work family conflict will be negatively related to individual's passionate desire to develop through management development opportunities Thus the second hypotheses will be as follows: H2: Work family conflict will be negatively associated with job satisfaction 2.4 Job Satisfaction and Individual's Passionate Desire to Develop through Management Development Opportunities Job Satisfaction is associated with an individual's willingness towards joining career development activities (Hoons,2001;Evans, 2003). Although job satisfaction has not been directly linked with individual's passionate desire to develop through management development opportunities, in turn job satisfaction affects an individual's passionate desire to develop through management development opportunities.. Thus the third hypotheses will be as follows: H 3: Job Satisfaction is positively associated with an individual's passionate desire to develop through management development opportunities

3. Measures
The measurement of research variables of the model is as follows: 3.1 Individual's passionate desire to develop through management development opportunities For the purpose of measuring management development an original version of 111

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questionnaire consisting of 18 items was developed on the basis of research literature. Management development consists of three elements: self-development, organization-derived development and boss-derived development (Mumford, 1993). Literature identifies counselling, job rotation, job enlargement, formal training, self-managed learning programmes and action learning as the indicators of management development approaches of providing managerial development opportunities (Armstrong, 2001, Michaelle, 1998).The concept of passionate desire' to develop originated from the Intrinsic Motivation Theory which identified four elements: a sense of meaningfulness, a sense of progress, a sense of competence and presence of choice (Thomas, 2002). The measure was of likert scale ranging from 1= very unlikely to 5= very likely. The reliability test of Cronbach's alpha indicates the reliability coefficient is 0.7925, which is at an acceptable level. 3.2 Work Family Conflict Work family conflict was measured using a modified version of WFC questionnaire developed originally by Carlson et al (1999). The item consists of 12 questions .The measure was of likert scale ranging from 1=strongly disagree to 5=strongly agree. The reliability for the scale was 0.8638. 3.3 Job Satisfaction Measurement The popularly used Minnesota Satisfaction Questionnaire (MSQ) originally developed by Weiss, Dawis, England & Lofquist, 1967) was used for the study. The measure was of likert scale ranging from 1=strongly disagree to 5=strongly agree. To assess the consistency of 20 items which measured the various aspects of job satisfaction of employees, reliability test of Cronbach's alpha was performed. Test results show that the reliability coefficient is 0.8594, which is at the acceptable level.

4. Method
The study was conducted in 10 star classified hotels in Sri Lanka. Hotels were selected randomly for the study and the questionnaire was distributed among 200 managers selected randomly out of which 132 managers responded yielding a response rate of 66 percent. Demographics of the sample are shown in Table 1. Table 1: Demographics of the Sample

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5. Data Analysis
Data analysis was conducted in two steps. Firstly, factor analysis was performed to identify important factors of work family conflict. Accordingly, there were three factors for work family conflict and the factors are 'work to family conflict', 'family to work', and 'stress-based conflict'. Secondly, a correlation for the variables in the model was performed with the use of Pearson's Product Movement Correlation with one -tailed test of significance and hypotheses.

6. Results
6.1 The Important Factors of Work Family Conflict Work family conflict is a result of several work and non-work related issues (Marshall, 1992; Perry, Jenkins, Repetti & Croter, 2000). Factor analysis of work family conflict indicates that the first factor called 'work to family conflict' accounts for the most variance at 36.416%. It consists of three variables, 'interference caused by work schedules to family', 'interference caused by time spent at work towards family' and 'work issues interference with family issues' (Table 2). This factor provides the maximum insights on work family conflict of hotel employees in Sri Lanka. The second factor called 'family to work conflict' accounts for 32.721 % variance. The eigen value of this factor is 3.192-(Table 2). Variables included in this factor are interference from family responsibilities towards work, interference caused by time spent on family activities on work and interference due to tiredness caused by doing home activities towards work. The third WFC factor is stress-based conflict with the eigen value of 2.197 and 23.211% of variance in the data-(Table 2). Variables included in this factor are work stress affecting family and family stress affecting work. All these factors were identified as the main determinants of work family conflict of hotel managers in Sri Lanka. Table 2: Results of Factor Analysis of Work Family Conflict Variable

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6.2 Relationship between Work Family Conflict and Individual's Passionate Desire to Develop through Management Development Opportunities Correlation analysis was performed to find out the relationship between work family conflict and an individual's passionate desire to develop through management development opportunities. Results of the correlation is reflected in Table 3, indicating there is a negative significant correlation between work family conflict and an individual's passionate desire to develop through management development opportunities of hotel managers in Sri Lanka. (r=-.781, p<0.01) Thus, work family conflict was found to be negatively associated with an individual's passionate desire to develop through management development opportunities (H1). Table 3: Correlation between Work Family Conflict and Individual's Passionate Desire to Develop through Management Development Pearsons Correlation (r) - .781 Opportunities Significance Level (p) 0.000

6.3 Relationship between Work Family Conflict and Job Satisfaction Correlation analysis was performed to find out the relationship between work family conflict and job satisfaction. The result of the correlation is reflected in Table 4 indicating there is a negative significant correlation between work family conflict and job satisfaction of hotel managers in Sri Lanka. (r=-613, p<0.01) Thus, work family conflict was found to be negatively associated with job satisfaction (H2).
Pearsons Cor Job relation (r ) - .613 Family Conflict Table 4: Correlation between Satisfaction and Work Significanc e Level (p) 0.000

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6.4 Relationship between Job Satisfaction and an Individual's Passionate Desire to Develop through Management Development Opportunities Correlation analysis was performed to find out the relationship between job satisfaction and an individual's passionate desire to develop through management development opportunities. Results of the correlation, reflected in Table 5, indicate there is a positive significant correlation between job satisfaction and an individual's passionate desire to develop through management development opportunities of hotel managers in Sri Lanka. (R=719,p<0.01) Thus, job satisfaction was found to be positively associated with an individual's passionate desire to develop through management development opportunities (H3). Table 5: Correlation between Job Satisfaction and Individual's Passionate Pearsons Correlation (r) .719 Desire to Develop through Management Development Opportunities Significance Level (p) 0.000

Conclusions
This study concludes that work family conflict and job satisfaction links with an individual's passionate desire to develop through management development opportunities. Factor analysis grouped the work family conflict in to three factors including 'work to family conflict', 'family to work conflict' and stress-based conflict' , in turn affecting a manager's passionate desire to develop through management development opportunities. All these factors are identified as the main determinants of work family conflict. Work family conflict is negatively associated with an individual's passionate desire to develop through management development opportunities. Work family conflict is negatively associated with job satisfaction. Findings also revealed that job satisfaction is positively associated with an individual's passionate desire to develop through management development opportunities.

Implications
The study has important implications for research and practice. Research findings suggest that a fruitful avenue exists for future research on management development to focus on psychological aspects of managers involving needs, desires and intrinsic motivation and other variables like work family conflict and job satisfaction. From a practical standpoint, the findings suggest that an individual's desire and 115

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inner motivation shall be focused when designing management development programmes. Practitioners shall be encouraged to try various interventions such as family friendly policies, programmes and flexible working hours so as to minimize work family conflict and to provide intrinsic and extrinsic rewards to maximize job satisfaction in order to enhance an individual's passionate desire to develop through management development opportunities. Individual employees shall maintain a fairly consistent schedule that allows specific blocks of family and work that in turn would facilitate setting high expectations towards development through management development opportunities. Finally, the findings of the study suggest that work family conflict and job satisfaction becomes an increasingly important concern for organizations when focusing on the issue of developing managers in the changing global and regional scenario.

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