Linking Work-Family and Family-Work Conflict to Work Engagement: Moderating Role of Psychological Resilience

Past research investigated the relationships between work-family conflict, family-work conflict, and work engagement. However, less is known about the psychological mechanisms of these relationships. Accordingly, this research aimed to examine whether employees’ work–family conflict (WFC) and family–work conflict (FWC) impacted their work engagement, and whether psychological resilience moderated these relationships. To achieve this purpose, a cross-sectional research design was employed, and data were collected from August 5 to November 4, 2024, using a questionnaire from 380 employees working in financial and technology companies in Algeria. Hypotheses were tested through linear regression and moderation analyses. The findings indicate that WFC negatively impacts vigor, dedication, and absorption, whereas FWC shows no significant direct impact on components of work engagement. Psychological resilience buffered the adverse effects of WFC on dedication and absorption and prevented the adverse effects of FWC on dedication. These results highlight the impact of work–family tensions on dimensions of work engagement and the conditional protective role of resilience. Moreover, the results highlight the significance of psychological mechanisms in this process, recommending that practitioners build psychological resources to help employees become more psychologically resilient and better manage adverse conditions.