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Human Relations
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We are family: Congruity between organizational and family functioning constructs

Céleste M. Brotheridge

Départment d’organisation et ressources humaines in the École des sciences de la gestion at the Université du Québec à Montréal; grimard-brotheridge.celeste{at}uqam.ca

Raymond T. Lee

I.H. Asper School of Business, University of Manitoba, Winnipeg, Canada; raylee{at}ms.umanitoba.ca

The common practice of characterizing organizations as having a family environment assumes that organizational and family functioning constructs are conceptually congruent. To date, this assumption has not been examined in a systematic fashion. This study examined the congruence of organizational and family functioning concepts using the Work Environment Scales and the Beavers Self-Report Family Inventory in a sample of 204 government employees. A canonical correlation analysis found a moderate amount of shared variance between these two sets of data, suggesting that there may be an underlying congruence between work and family constructs. Additionally, specific dimensions of work unit climate and group conflict were predictive of equivalent family functioning dimensions. The implications of these findings for managers and organizational development practitioners are discussed.

Key Words: family metaphor • organizational climate • organizational culture • organizational development

Human Relations, Vol. 59, No. 1, 141-161 (2006)
DOI: 10.1177/0018726706062761
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