Flexible Work and Organizational Commitment Among Korean Managers: The Mediating Role of Work–Family Conflict and CEO Gender Equality

This study aims to explore how organizations plan and implement flexible work arrangements (FWAs) to support managers in fostering work–family balance. In doing so, we examine the sequential mediating roles of work–family conflict, CEO gender equality perceptions, and organizational commitment to elucidate the consequences of FWAs. Our study draws upon the Korean Women Manager Panel (KWMP), a three-year initiative that includes 2345 mother and father managers working in 469 Korean companies. We utilized the longitudinal multilevel macro process model 8 to examine the mediating effects of work–family conflict and CEO gender equality perceptions on the relationship between FWAs and organizational commitment. The findings show that both work–family conflict and CEO gender equality perceptions mediate the relationship between FWAs and organizational commitment. Notably, father managers perceive less work–family conflict than mother managers, which indicates that as FWAs increase, CEO gender equality perceptions and organizational commitment rise as well. The use of FWAs is more beneficial for father managers as it alleviates work–family conflict and fosters positive perceptions and attitudes about CEOs and organizations. Thus, to increase the effectiveness of FWAs, it is pivotal to consider managers’ gender. Additionally, the CEO must be actively involved in shaping and promoting gender equality in the workplace.