Abstract:

This article examines the effects of work-family culture on employee job performance as well as how it
connects to the Sustainable Development Goals. It looks at how organizations should develop a culture
that improves both individual and social well-being in order to achieve sustainable success. The research
question is, "What is the mediating role of work-family culture in the relationship between managerial
supports, organizational time demands, career consequences, and job performance?" The main goals
are to look into how work-family culture affects employees' job performance, how managerial support
affects job performance, how organizational time demands affect employee job performance, and how
work-family culture functions as a mediating factor between managerial support, organizational time
demands, career consequences, and job performance. Managerial support is essential to promoting
work-family balance and enhancing overall job performance. A supportive work-family environment can
increase productivity, lessen the effects of organizational time demands, and help staff members
develop in their careers. Two types of statistics were used to analyze the data. An exploratory study is
required when there is little published research on the link between the target variables or when the
subject is still largely unexplored. This article uses co-relational and experimental research to analyze the
relationship between work family culture and job performance. Data collection methods included in-
person interviews, surveys, random sampling, and observational methods.

INTRODUCTION:
Research question:

This is the primary research question: "What is the mediating role of work-family culture in the
relationship between managerial support, organizational time demands, career outcomes, and job
performance?" The answer to this question depends on the relationship between job performance and
the independent variables of managerial support, organizational time demands, and career outcomes.

Before being able to answer this research question, it is essential to understand how work-family culture
influences the interactions between the independent factors (managerial support, organizational time
demands, and career implications) and the dependent variable (job performance). By analyzing the
mediating role of work-family culture, the study seeks to understand the mechanisms by which work-
family culture influences job performance in the presence of managerial support, organizational time
demands, and career impacts.

The research topic can be narrowed down by describing the setting, population, and any specific
characteristics or features of work-family culture, managerial support, organizational time demands,
career implications, and job performance that will be considered in the study. This will enable a more
focused analysis of the relationships between these factors and help the research topic become clearer
and more focused.

Problem statement and research objective:

Despite a growing understanding of the importance of work-family balance and its effects on employee
well-being and organizational effectiveness, little is known about how work-family culture affects job
performance. Although previous studies have primarily examined the individual components of work-
family culture and their influence on job performance, there is a need to thoroughly examine the
relationship between work-family culture and overall job performance.

The existing literature lacks clarity about how organizational practices, policies, and support systems
that promote work-life balance, such as flexible work schedules and family benefits, affect employees'
ability to successfully perform their work responsibilities. There is also limited research on the mediating
function of work-family culture in the relationship between job performance and other factors such as
managerial skills, organizational time demands, and career outcomes.

Organizations must close this gap to create policies and programs that support a positive work-family
culture and increase employee performance. By understanding how work-family culture affects job
performance, organizations can develop specialized efforts that promote work-life balance, reduce
work-related stress, and improve overall employee well-being and performance.

In light of the mediating role of work-family culture in the context of managerial skills, organizational
time demands, and career outcomes, the problem statement highlights the need for further research to
examine the relationship between work-family culture and job performance. The insights gained from
this study will be extremely useful for businesses trying to create pleasant workplaces that maximize
worker performance and work-life balance. The main objectives of this research analysis are:

a) Examine the relationship between work-family culture and employees' job performance;

b) Investigate the impact of managerial support on work performance;

c) examine the influence of the organization's time demands on the employee's work performance;

d) Observe the mediating role of work-family culture between managerial support, organizational time
demands, career consequences, and job performance.

Study Background:

Organizations are increasingly seeing the value of coordinating their commercial goals with the more
general purpose of sustainable development in today's quickly changing corporate world. (KOT,
V/2014)In order to build a peaceful and resilient society, sustainable development combines the ideals
of economic growth, social advancement, and environmental stewardship. It is essential for businesses
to comprehend the many variables that affect employee job performance, including the work-family
culture, as they endeavor to support the Sustainable Development Goals

The dominant attitudes, rules and behaviors within a company that influence how well employees
balance work and family life are referred to as work-family culture. It includes compassion and
assistance provided to employees who are struggling to balance work and family commitments. The
importance of work-family cultures has increased in recent years as businesses see their ability to
support employee engagement, well-being and, ultimately, sustainable business results. The aim of this
essay is to explore how work-family culture affects employees' work performance and how they relate
to the SDGs. By examining the relationship between work-family culture and employee performance, we
may be able to discover how organizations can create a culture that enhances individual and social well-
being while working toward sustainable growth.

The impact of work-family culture on employee performance can be demonstrated using a variety of
methods. First and foremost, a supportive work-family culture can lead to higher employee satisfaction,
less work-family conflict, and improved work-life balance. When workers feel valued, supported and
empowered to effectively balance work and family responsibilities, they are more likely to report higher
levels of job satisfaction and engagement. This in turn has a positive impact on their performance,
dedication and overall work performance.

Second, a culture that values flexibility and integrating work and family may strengthen organizational
dedication and loyalty. Employee commitment levels are higher when workers believe their employer
values their personal lives and offers possibilities for work-life integration. As a result, turnover rates are
lower and employee retention is higher. By lowering the environmental and social costs associated with
high turnover, this workforce stability not only improves organizational productivity but also aids in
sustainable growth.

Additionally, a helpful social environment may be fostered inside organizations via a healthy work-family
culture. Organizations may foster a feeling of community and belonging among their workforce by
promoting open communication, empathy, and understanding. This type of social support network can
improve worker wellbeing, resiliency, and job satisfaction, empowering people to do their best work and
actively participate in the attainment of SDGs.

Despite the growing recognition of the importance of work-family balance and its implications on
employee well-being and organizational productivity, there is presently a lack of complete
understanding on how work-family culture directly influences job performance. The majority of prior
research has focused on the individual components of work-family culture rather than how they
combine to influence job performance. There is a lack of clarity in the current studies about the effect of
certain organizational practices, policies, and support systems that promote work-life balance, such as
flexible work hours and family-friendly benefits. Despite their potential to enhance employee well-being
and performance, the mediating role of work-family culture in the relationship between these practices
and job performance has not been thoroughly investigated. It is necessary to have a thorough
understanding of how organizational initiatives interact with work-family culture to influence job
performance. Another notable gap in the corpus of existing information is the little research on the
function of work-family culture as a mediator in the relationship between job performance and other
parameters. Despite the fact that elements including managerial skills, organizational time demands,
and career outcomes are intricately related to job performance, little research has examined how work-
family culture may govern these linkages. Understanding the mediating role of work-family culture is
necessary for developing effective strategies and interventions to promote a positive work-family
culture and improve job performance.

LITERATURE REVIEW AND HYPOTHESES DEVELOPMENT

Theoretical framework

The theoretical framework you outlined uses the idea of work-family culture as a mediator between
management skills, organizational time demands, career implications, and job performance. Let's look at
each component of this framework separately:

 Work Family Culture:

“Shared assumptions, beliefs, and values regarding the extent to which an organization supports and
values the integration of employees' work and family lives” is the definition of a “work-family culture. It
aims to create full and productive employment, decent work that does not discriminate on the basis of
gender, protects workers' rights and promotes a healthy and safe working environment

.Management support:

Management may help to temper issues with work and family culture as well as conflicts between the
two. The performance of employees is not significantly affected by managerial help

Organizational time demand:

Organizational Time Management calls on managers to prioritize work according to their significance
and urgency.

Organizational demands are fundamental aspects of a business that have an impact on how people are
managed. Knowledge of how various HR issues impact organizations and your management choices.

Career Implications:

The career impact shows how organizations support an employee's decision to switch to a less
demanding job for family reasons.
Job performance:

The act of performing work is referred to as work performance. Job performance is a method for
achieving a goal or set of goals within a position, function, or organization, even if it does not necessarily
lead to the results intended by the activities within them.

No matter what industry an organization is in, employee performance is a major concern as good
performance has been shown to affect organizational performance either directly or indirectly. Job
performance refers to how well and effectively a person performs the tasks and responsibilities
associated with their job. It can be calculated taking into account productivity, quality of work, meeting
deadlines and meeting organizational goals.

There are many variables that can affect an employee's performance, including those related to the
business, workplace, or individual. Employee performance is a critical issue for any organization,
regardless of the industry it operates in, as high performers have been shown to affect organizational
performance either directly or indirectly. Previous research has pointed to a wide range of variables that
can affect worker performance. These include workforce morale, work environment, management
support, leadership style, workforce motivation and discipline. They also include time management,
motivation, organizational climate and work experience.

Higher productivity, higher job performance and employee retention can all be directly attributed to
organizations that prioritize and address employees' work-life balance requirements. Work-family issues
including culture, balance and conflict are a recurring issue in the workplace. Organizations must take
these issues into account because they are interrelated and can negatively affect employees' ability to
perform their jobs. Family matters and other domestic circumstances will have an impact on how well
employees perform, but how far must family matters be separated from work? With commitments to
both their families and their jobs, employees are almost always juggling work and personal
responsibilities. Work-family culture consists of three sub-dimensions of management support,
organizational time demands, and career impacts that researchers have focused on. These studies
examined the critical relationship between managerial support, time spent working for the organization,
and the effect of career paths on employee performance.

Management support and job performance: The knowledge, skills, and abilities needed to effectively
lead and supervise others are collectively referred to as managerial skills. These abilities typically include
delegation, interpersonal skills, problem-solving, decision-making, and communication. The
performance of the job is significantly influenced by managerial abilities.

Support from management is essential for encouraging work-family balance and overall job
performance. Employees can successfully balance the demands of work and family with the assistance
of supportive managers who can offer those resources, flexibility, and understanding According to
studies, having strong managerial support is linked to better job performance, lower work-family
conflict, and higher job satisfaction

H1: Employee job performance is positively impacted by managerial support.

Organizational time demands and job performance: Organizational time demands are the pressures
and demands that an organization places on its employees in terms of workload, deadlines, and time
flexibility. These requirements can differ across various job roles and industries and may affect a
person's capacity to balance work and family obligations.

The amount of time and effort needed by an individual to carry out their job duties is referred to as the
organizational time demand. Excessive time demands can have a negative effect on job performance
and cause work-family conflict According to research, companies can lessen the detrimental effects of
high time demands on job performance by promoting work-life balance through flexible work
arrangements, reduced workload, and supportive

H2: Work performance of employees is positively impacted by organizational time demands.

Career consequences and job performance: The results and ramifications that people encounter in their
professional advancement and development as a result of their job performance are referred to as
career consequences. Promotions, raises in pay, recognition, and chances for career advancement are
some examples of these effects.

Job performance may also be impacted by career outcomes like opportunities for advancement,
promotions, and pay increases. Employees are more likely to perform at higher levels on the job if they
believe that the company supports their career advancement. According to studies, employees'
motivation, engagement, and commitment are positively impacted by their perceptions of their career
opportunities and rewards, which enhance their ability to perform their jobs.

H3: Employee performance at work is positively impacted by career consequences.

Work family culture as a mediator: Work-family culture is the set of shared values, traditions, and
conduct that enables staff members to successfully balance their obligations at home and at work. It
encompasses all organizational policies, Programmes, and support structures aimed at fostering work-
life balance, such as flexible scheduling, family-friendly perks, and supportive management.

In this theoretical paradigm, the relationship between job performance and the three variables
(managerial abilities, organizational time demands, and career repercussions) is mediated by work-
family culture. This implies that the link between job performance and these parameters is influenced by
the existence or absence of a positive work-family culture inside the organization.

A strong work-family culture can improve productivity by giving staff members the tools and
encouragement they need to successfully juggle work and family obligations. Employees may feel less
stressed and be better able to focus on their work tasks if an organization, for instance, encourages
open communication about work-life challenges or offers flexible work arrangements. This could result
in improved job performance.

A healthy work-family culture can also influence the link between job performance and professional
repercussions. Employees may be more motivated to perform well and pursue career advancement
when they feel that their company values work-life balance and supports their personal well-being. A
poor work-family culture, on the other hand, can have a negative impact on career outcomes due to
long working hours, a lack of support for family responsibilities, and a lack of opportunities for work-life
integration.

Overall, the theoretical framework contends that work-family culture mediates the links between
managerial ability, organizational time demands, and career outcomes in relation to job performance. A
supportive work-family culture can improve productivity, lessen the effects of organizational time
demands, and help employees advance in their careers.

The work-family culture, managerial support, organizational time demand, career consequences, and
job performance are all interconnected in a variety of different ways. A healthy work-family culture and
solid managerial assistance can decrease the negative consequences of excessive time demands on job
performance. The performance and motivation of employees are more likely to grow in companies that
promote career development possibilities.

H4: The work-family balance culture mediates the link between managers' support, organizational time
demand, and career outcomes for employees.

Research framework

Managerial support

Organizational time - Work Family culture

job performance

Demands

Career consequences

Operational definitions of all the study variables

Part A, Part B, and Part C were the three sections that made up the survey sets.

In Part A Respondents had to provide information about their basic background information, including
religion, age, and job title.

In Part B the instruments used to track employee performance were discussed.

Part C looked into the culture of work-family.

Measurement of job performance:

measurements consisting of nineteen items are used in this study. Six aspects of an employee's
performance are examined by this self-administered questionnaire: work skills, task comprehension,
work qualities, work quantity, work enthusiasm, and innovation readiness.

Measurement of work family culture

Managerial support, organizational time demands, and career repercussions are the three categories
from which the fourteen items on the work-family culture instruments were drawn. With the aid of
statistical software, specifically SPSS version 26, two different types of statistics were used to analyze the
data: descriptive statistics (such as frequency, percentage, mean, and standard deviation) and inferential
statistics (such as exploratory factor analysis, correlation, and multiple linear regressions).
METHODOLOGY:

Purpose of study:

The purpose of study is exploratory. A research issue that has not been thoroughly researched before or
about which there is little information is investigated in an exploratory study. The main goals are to
develop a greater grasp of the subject, create difficulties or questions for future study, define key terms,
and perhaps even come up with hypotheses.

Our study on the influences of work-family culture on employee job performance in achieving
sustainable development goals reveals that there is little current knowledge or extensive research on
this particular subject since it is exploratory in nature. Our research aims to close this gap by exploring
the topic in-depth and tackling open-ended issues. Exploratory investigations are helpful when the study
issue is still being thoroughly investigated, difficult, or novel. By delving into the underlying processes,
spotting potential connections, and developing first theories or frameworks, these investigations provide
the groundwork for future study. An exploratory research requires going into unknown terrain and
obtaining data when little to no prior data is available, hence the data collection procedure might be
difficult. To investigate participants' experiences, perspectives, and insights, this might entail conducting
interviews, surveys, or qualitative research techniques. Gaining a thorough grasp of the subject,
identifying important factors, and maybe stumbling onto unanticipated facts or trends are the
objectives.

Types of investigation

Co-relational relationships are the type of study that is being employed in this article. Because it enables
researchers to identify the existence and degree of a link between variables, whereas experimental
investigations enable researchers to explore for cause and effect correlations, it analyses the
relationship between work family culture and job performance. The strength of the association between
these two variables and the impact of work-family culture on employee job performance may be
determined by correlational analysis. It tries to understand if there is a positive or negative relationship
between work-family culture and job performance as well as the strength of that relationship.

Extent of researcher interference:

Both little and significant intervention in research can have detrimental effects on the accuracy and
reliability of the data gathered. Let's examine the justifications for choosing modest interference:

Minimal disruption of the research process indicates that potential biases or restrictions are not being
sufficiently considered. This may lead to the gathering of insufficient or erroneous data, which might
produce unreliable conclusions. Excessive intervention, on the other hand, refers to a dominating or
manipulative style that goes above and beyond what is required. This can result in a staged study setting
that doesn't represent actual circumstances. Additionally, excessive meddling might undermine the
study's external validity.

Moderate interference recognises the need of utilising suitable procedures, using reliable measuring
instruments, and taking into account any potential limits present throughout the study process. In order
to get accurate and useful data, it also acknowledges the necessity to find a balance between control
and naturalness.
Study setting:

Our research sought to evaluate the effects of the work family culture on job performance in the
context of realistic work environments while capturing the real-life experiences of employees in these
circumstances. This strategy improves the validity and relevance of the conclusions, enabling a greater
comprehension of the study issue.

Measurements and measures:

We utilized operational definitions because they outline the variables and methods we would use to
observe or measure the variables. No matter how solid our conceptual description may be, without an
operational definition, nothing can be measured.

Unit of analysis

In this article, the individual employee serves as the analysis's analysis unit. Our primary goal is to
measure employee performance in an organization and how it relates to work family culture because a
high performer will either directly or indirectly affect organizational performance. This is why we chose
specific individuals for our data collection and research. We must assess the impact of an organization's
work-family culture on the productivity of certain employees.

Sampling design

 Probability sample

In this Article, data were collected using simple random sampling method. We use probability sampling
because it is cost effective, and it saves time. It is simple and data can be easily collected through simple
random sampling technique.

 Sample size (n)

336 individuals filled out surveys for this article's data collection. We choose for a small sample size
because it is possible to do exceptionally precise measurements with a tiny sample size while also
following all the safety precautions. The measurement biases and errors in a small sample are easy to
spot and manage.

Time horizon

 Cross-sectional time horizon

In this article, cross sectional time horizon is used because data is collected on the spot and at the same
point of time. So, survey is conducted one time. We choose this because it is cheap and quick. With the
help of its multiple variables can be studied at the same time.

The four industries with the most workers—manufacturing, lodging, food and beverage, education,
human health and social work—are the subject of this research. The researchers reached these sectors
by asking for authorization in writing to the human resources division, and at the same time they sent
the employees a self-administered survey.

Data collection method:

In this article, the information was gathered through in-person interviews, surveys, and techniques of
observation that involved audio or videotaping.

We use face to face interviews for data collection because it helps us to give deep understanding of how
employees feel and how their performance affect because of organizational work family culture.

We distributed some of the questionnaires to employees which included different questions that
reflected how employees job performance is affected due to work family culture.

We adopt observational methods for data collecting in our study because they allow us to gain a
comprehensive understanding of organisational work family culture and thoroughly assess each
employee's job performance and job happiness.