Methods: The study surveyed 260 frontline employees working at an emergency department of a non-profit hospital located in New York City (55% response rate) during Spring 20199. Cronbach’s alphas for the study measures were above the expected cut-off, and one measure was below at (α =.72)12,14. Discriminant and construct validity was established using maximum likelihood estimation and varimax rotation. Aiken and West procedures were followed to test the hypotheses using the hierarchal moderated multiple regression analysis in SPSS 2510, 12,13. No items cross-loaded on another factor above. Finally, except for one outlier, no violations of OLR regression were noted.
Results: Two hypotheses were found to be significant. Significant main effect was found for Instrumental supervisory support (β = -.193, p < .05), and time management (β = .137, n.s.). The interaction effect of time management and instrumental supervisory support (β = -.205, p < .05) on the outcome variable was significant. Further, this two-way interaction reported variance of 10.6% in the model, which is larger than a typical interaction effect.
Conclusion and Implications: These research findings contribute to the non-profit literature by being the first known empirical findings showing instrumental supervisory supports’ buffering effect on the relationship between time management and work-life conflict. Instrumental supervisory support includes providing direct tangible resources like time, which mitigate the harmful effects of strain. To reduce work-life conflict within hospitals, human services organizations must institute time management and instrumental supervisory support training. Employees who receive higher instrumental support from supervisors along with time management training would experience lowered levels of work-life conflict.