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Resumo

Research suggests an association between participative management and lower work-to-life interference. We extend these findings to the public sector and examine possible pathways which link them, hypothesizing that participative management reduces work-to-life interference through its impact on other work attributes. Using a survey of public sector employees in Queensland, Australia and structural equation modelling, the results show that participatory management consistently reduces work-to-life interference via a number of pathways: by increasing flexibility of work hours, increasing meaningful work, reducing workload, and reducing work uncertainty. Although females with dependents work fewer hours on average, they are still more likely to have higher work-to-life interference. Overall, however, the main way participative management can reduce work-to-life interference is by reducing workloads. Participative management is normally employed to increase organizational efficiency and effectiveness; however, it can also reduce work-to-life interferences for its employees and thus assist an organization in meeting its social responsibility obligations.

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