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 201916. Cronbach’s alphas for the study measures were above the expected cut-off, and one measure was below at (α =.70)13,14,15. 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 2517,18,19. No items cross-loaded on another factor above. Finally, except for one outlier, no violations of OLR regression were noted.
Results:Two out of three hypotheses were significant. Significant main effect was found for emotional supervisory support (β = -.178, p < .05), and time management (β = .084, n.s.). The interaction effect of time management and emotional supervisory support (β = -.224, p < .05) on the outcome variable was significant. Further, this two-way interaction reported variance of 9.2% in the outcome variable, which is larger than a regular interaction.
Conclusion and Implications: Findings contribute to the non-profit hospital literature by being the first known empirical study showing emotional supervisory supports’ buffering effect on the relationship between time management and work-life conflict. Emotional supervisory support includes providing non-tangible resources like time off to an employee or an empathetic listening, which mitigates the harmful effects of work-life conflict. To reduce work-life conflict within hospitals, human services organizations must institute time management and emotional supervisory support training. Employees who receive higher emotional support from supervisors along with time management training would experience lowered levels of work-life conflict.