. A survey conducted by the European Commission reveals that long working hours and a high workload cause 66% of job stress (Pan-European opinion poll on occupational safety and health 2013 1 ). Consequently, the imbalance due to irrelevant HRM practices may lead to bad-being.

. These practices, i.e., linking eligibility for a pay rise and growth with achieving a growing number of targets, help employers raise the productivity of the firm but also raise competition amongst the employees for better performance and more financial benefits. Such HR practices may put employees under pressure or may create a more stressful working environment. Therefore, extensive research is required to identify the links between highperformance human resource practices, work-life interference, and the wellbeing of employees in the workplace to open the 'black box'. Moreover, the role of HPHRP being responsible for 1 https://osha.europa.eu/en/facts-and-figures/european-opinion-polls-safety-and-health-work/european-opinionpoll-occupational-safety-and-health-2013

ACKNOWLEDGEMENT

I would like to thank my supervisors, Frédérique CHÉDOTEL and Caroline RUILLER, for their endless support throughout my PhD journey. It has been an honor to be their PhD student. They have taught me how good organizational research is done. I appreciate all their contributions of time, ideas, and funding suport to make my PhD experience productive and I would like to thank my parents and spouse. Without their unconditional love and support, I would not be here. I appreciate all of their encouragement and prayers. My whole familyincluding my brothers and sisters -also have my appreciation for their love and support.

My time at Rennes was enjoyable in large part due to the many friends that became a part of my life. I am grateful for the time spent with my backpacking buddies and our memorable trips to the mountains and beaches. Last, I want to say thanks to my city, Rennes.

Thank you.

Imran Ahmad JUMANI

LIST OF TABLES

LIST OF FIGURES

Background of the study

The question of "what" and "why" lies behind every action of an employee in a workplace is still a "black box" that is a central area of study for researchers of industrial psychology, industrial relations, organizational sociology, and human resource management [START_REF] Kato | Women in the Workplace and Management Practices: Theory and Evidence[END_REF].

In the last few decades, a healthy work-life balance (WLB) has been considered a challenge for businesses. Work-life balance, according to [START_REF] Clark | Work/family border theory: A new theory of work/family balance[END_REF], is characterized as "happiness and strong performance at work and at home, with minimal role conflict". Worklife balance, according to [START_REF] Greenhaus | The relation between work-family balance and quality of life[END_REF], includes time balance, engagement balance, and satisfaction balance. Despite the fact that there is extensive work-family literature, the work-family balance is an underdeveloped concept [START_REF] Carlson | Is work-family balance more than conflict and enrichment[END_REF]. The imbalance in these two spheres of life leads to the employee's bad-being [START_REF] Haar | Outcomes of work-life balance on job satisfaction, life satisfaction and mental health: A study across seven cultures[END_REF] and to a high turnover [START_REF] Fitria | Perceived organizational support and work life balance on employee turnover intention[END_REF]. In the past, different myths were linked to this terminology.

Initially, work-life balance was frequently thought of as a problem for female employees, more specifically, female mother employees. The entry of females into the labor market may be one of the original reasons behind the evolution of this issue [START_REF] Crompton | Work-life 'balance'in Europe[END_REF], but today it is a common issue for both men and women. The second myth about work-life balance is considering it as equal distribution of time/hours between work and life spheres. If one talks about work-life balance, it does not mean an equal division of time between work and personal life. The third myth concerning work-life balance is stating that work is bad and life is good or considering work to be the opposite of life, so that if these two spheres overlap, then it causes work-life conflict, which hampers the performance of the employee. In reality, work is part of life, as is our family, our friends and community, and hobbies. All these aspects play a crucial role in our everyday lives. Sometimes, even if these two spheres of life -work and familyoverlap, it is very likely that they may strengthen each sphere and have a positive impact on each area of life, known as work-life enrichment. If one thinks the work sphere is inherently bad, then one loses sight of the possibility for better. That is why the issue has been at the forefront of a lot of management meetings and, as a result, family-friendly work practices (flextime, telecommuting, shorter workweeks, part-time work, job sharing, etc.) have been introduced in the workplace to counter the effect of work-life imbalance. Thus, in the area of new organizational responsibilities, this dissertation deals with wellbeing in the workplace and family-friendly work practices. In the last few decades, the workplace has totally changed due to globalization, information technology, change in organizational structure, mergers and acquisitions, and economic conditions. All these factors also directly affect employee wellbeing [START_REF] Sparks | Well-being and occupational health in the 21st century workplace[END_REF]. The result of much research confirms that there is a favorable relationship between an employee's wellbeing and their performance [START_REF] Fisher | Why do lay people believe that satisfaction and performance are correlated? Possible sources of a commonsense theory[END_REF], and at the corporate level, it increases profitability by reducing absenteeism and health-related costs [START_REF] Danna | Health and well-being in the workplace: A review and synthesis of the literature[END_REF]. Employee wellbeing is nowadays considered to be a timely topic in organizational studies and also the main concern for organizations [START_REF] Grant | Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs[END_REF].

In my case, I began this PhD having observed recurring work-life imbalances, leading to stress and bad-being, while serving in the banking sector in Pakistan. According to War anti-family friendly work practices (high job demand raises work-life interference) needs to be explored. It opens the door for researchers to analyze this HR tendency and to explore the consequences of good and bad practices.

Accordingly, the research objectives of this dissertation are as follows:

A.

How do human resource practices influence employee work-life balance, wellbeing, and intention to quit?

B.

What role does manager and family/friend support play in HPHRP and outcome relationships?

Problem statement

Continuous stress in the workplace due to the imbalance between what is demanded from an employee and the available means for them directly affects their wellbeing and also the productivity of the organization. Because of these factors, employee wellbeing has become a topic of interest and a primary concern for organizations today [START_REF] Lambert | Conceptions of happiness matter: Relationships between fear and fragility of happiness and mental and physical wellbeing[END_REF].

According to [START_REF] Bryson | Does worker wellbeing affect workplace performance[END_REF], what leads to poor wellbeing and employee stress needs further examination. The question that then arises is how do businesses take responsibility and fix the imbalance that causes high stress among the employees?

In the literature, the effect of work-family balance on individual happiness has yet to be determined [START_REF] Elnanto | The impact of work from home to work life-balance and its implication to employee happiness[END_REF][START_REF] Greenhaus | The relation between work-family balance and quality of life[END_REF], though happiness is considered to be the main source of employee wellbeing in the workplace [START_REF] Ullah | Does learning, development and work-life balance affect happiness? A moderated mediatory model[END_REF].

However, we need to deepen our knowledge about the factors of imbalance in the workplace and their consequences. In developing nations, there are high inflation rates and low employment rates, which reduce the living standards of families and raise poverty levels. At the same time, globalization has increased competition within organizations; in the race for competitive advantage, organizations have developed non-stop production round the clock. To cope with the challenges of globalization, organizations intentionally or unintentionally take advantage of such economic conditions (high unemployment and high poverty rates) and force employees to work for longer hours (high job demand), which make their work lives unbalanced. In turn, employees feel more stress, which leads to poor health and wellbeing [START_REF] Kundi | Employee psychological well-being and job performance: Exploring mediating and moderating mechanisms[END_REF][START_REF] Soomro | Antecedents of workplace deviance: Role of job insecurity, work stress, and ethical work climate[END_REF].

To cope with these challenges, some organizations have introduced various familyfriendly work practices (FFWP) to help employees strike the correct balance between work and family life [START_REF] Vadivukkarasi | Relationship between bi-direction of work-family enrichment on work-family outcomes[END_REF]. Some scholars have shown that these FFWP have a positive impact on the productivity of the firm, which is why organizations introduce such programs [START_REF] Konrad | The impact of work-life programs on firm productivity[END_REF]. According to [START_REF] Lazar | The role of work-life balance practices in order to improve organizational performance[END_REF], reduction in absenteeism, reduction in staff turnover, productivity improvement, increase in employee loyalty and commitment, and improvement in organization image are some benefits for those organizations that implement family-friendly programs. However, on the other hand, [START_REF] Bloom | Are family-friendly workplace practices a valuable firm resource[END_REF] have raised the question that if the output of FFWP is so beneficial for employers, as well as for employees, and if FFWP have a significant impact on productivity, then why do not all organizations offering such programs to their employees? [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF] conclude that FFWP have no direct and indirect impact on the profitability of an organization because some organizations only initiate and implement such programs to give the impression of being socially responsible (corporate social responsibility standards). The unclear and dubious role of these practices and the financial cost involved in implementing such programs (e.g., childcare facilities) discourage organizations in developing countries from offering such programs. If family-friendly work practices (FFWP) are only implemented as a show of corporate social responsibility with no clear impact, then there is a need to explore how work-life balance issues can be resolved. This dubious and unclear role of FFWP is of great interest to researchers especially those scholars who link FFWP with wellbeing and with organizational performance [START_REF] Irawanto | Work from home: Measuring satisfaction between work-life balance and work stress during the COVID-19 pandemic in Indonesia[END_REF][START_REF] Ngo | Family-friendly work practices, organizational climate, and firm performance: A study of multinational corporations in Hong Kong[END_REF]. This lack of clear evidence may deter some employers from implementing the true spirit of FFWP.

The current work scenario is marked by intense pressure, constant deadlines, increased use of technology, the fast pace of change, and the virtual workplace. All of these blurs the lines between work and personal life, resulting in confusion and a challenging environment for one and all. Work-life balance today is not just an issue for those married with children, couples, or working parents but also a significant discussion point for generations X and Y [START_REF] Shankar | Work life balance, employee engagement, emotional consonance/dissonance & turnover intention[END_REF]. As such, WLB should no longer be viewed simply as balancing work and family but rather as balancing work and the rest of life. If, in this situation, organizations do not introduce such HR programs, i.e., family-friendly work practices, then not only will dual-earner families be affected, but also the wellbeing of the young generation because of high-stress levels. It will also restrict female participation in the labor force, and ultimately the economic growth of the country will suffer.

As such, there is a need to study FFWP, along with other variables, i.e., highperformance human resource practices, work-life interference, the wellbeing of the employee, and intention to turnover, especially during the current pandemic situation. Researchers have argued that the COVID-19 pandemic has created a challenging situation for employees when it comes to maintaining their wellbeing (causing stress and frustration) and the gap between work and life spheres [START_REF] Hjálmsdóttir | I have turned into a foreman here at home": Families and work-life balance in times of COVID-19 in a gender equality paradise[END_REF]. To restrict the spread of the Covid-19 virus and its new variants, different countries took emergency measures, i.e., lockdowns, the closing of schools and workplaces, social distancing, etc. All these restrictions resulted in home becoming a school, the workplace, the playground. The restrictions forced everyone to stay at home and carry out all the economic activities. This situation blurred the boundaries between the spheres of work and life. According to [START_REF] Irawanto | Work from home: Measuring satisfaction between work-life balance and work stress during the COVID-19 pandemic in Indonesia[END_REF], this overlapping of work and life spheres (no clear boundaries) creates stress and anxiety, as well as affects employee job satisfaction, which ultimately leads towards the intention to leave the job. The pandemic situation and its outcome, i.e., health emergency and its effect on people's personal lives and roles within families, makes our research problem timely.

The research question and its significance

Anchored around new organizational responsibilities, our research deals with employees'

wellbeing in the workplace. The proposal is to study how family-friendly work programs can be a win-win situation for both employers and employees and how employees can adopt these programs to enhance the multiple dimensions of their wellbeing in the workplace.

Therefore, our main research question is:

How do family-friendly work practices and high-performance human resource practices influence the work-life interference and its outcomes, i.e., the wellbeing of employees in the workplace and their intention to leave the job?

This research question is further subdivided into the following: a-Whether work-life interference influences employee wellbeing in the workplace.

b-Whether work-life interference influences employee intention to leave the job.

c-How family-friendly work practices influence employee wellbeing in the workplace.

d-How high-performance human resource practices influence wellbeing in the workplace.

e-How family-friendly work practices influence employee intention to leave the job.

f-How high-performance human resource practices influence employee intention to leave the job.

Our research question is stated using a "How" and "When" format, which explains how I link the independent variables with dependent variables and interlink them through a mediator and when the relationship is affected due to moderators in our model. In order to address the above research question, we started with the problem area of work-life interference. The terminology is old but still relevant for researchers. On the basis of the research question, in the first part of our dissertation, we studied the consequences of work-life interferences, i.e., employee wellbeing in the workplace and employee intention to job turnover. This part of our conceptual model is based on role stress theory [START_REF] Kahn | Organizational stress: Studies in role conflict and ambiguity[END_REF], and border theory [START_REF] Clark | Work/family border theory: A new theory of work/family balance[END_REF] and is explained in detail through 5 models of work-life interference [START_REF] Zedeck | Work in the family and employing organization[END_REF].

According to [START_REF] Fraenkel | How to design and evaluate research in education[END_REF], the significance of a research study/question should be discussed in terms of the following criteria: theoretical significance, practical, and general significance. By following the criteria outlined by [START_REF] Fraenkel | How to design and evaluate research in education[END_REF], the significance of this study is described as follows:

i-Theoretical significance

Theoretical significance means analyzing the contribution of the research study in terms of knowledge advancement (theory/theoretical significance) in the relevant field [START_REF] Fraenkel | How to design and evaluate research in education[END_REF]. Regarding this criterion, the researcher hopes that this study will make significant contributions to the advancement of theory in the field of human resource management.

To our knowledge, no current study in this field has raised our theoretical questions.

According to [START_REF] Greenhaus | Work-family balance: A review and extension of the literature[END_REF], there is a scarcity of research that captures the essential principles at the heart of the work-family study, such as work-life balance, conflict, enrichment, and boundary management. In this research, our focus will be to fill the gap between the theory and the application. This research aims to better understand why familyfriendly work practices (FFWP) are still underused while their positive effects are currently recognized by management sciences. If family-friendly work practices are considered a luxury, then these practices may be desirable but not essential ones. If we find that these practices are a necessity, then the question is, why do not all organizations implement such practices? Thus, our research started with this central question raised by [START_REF] Bloom | Are family-friendly workplace practices a valuable firm resource[END_REF]: If the output of family-friendly work programs (FFWP) is so beneficial for employers as well as for employees and if FFWP have a significant impact on productivity, then why do not all organizations offer such programs to their employees?

To delve deeper, we believe that FFWP should be studied separately along with other high-performance human resource management practices (HPHRP) as these practices, on the one hand, tends to improve employee performance but, on the other, causes high job demand for employees). This leads to the opening of the current black box or HPHRP [START_REF] Boxall | High-performance work systems: What, why, how and for whom?[END_REF].

For example, [START_REF] Boselie | Commonalities and contradictions in HRM and performance research[END_REF] reviewed 104 articles on high-performance HR practices.

They found multiple theories, such as contingency or resource-based view (RBV) theory, as building blocks for high performance, but no consensus was made about the outcome of these practices. In our present research, we separated family-friendly work practices from highperformance human resource practices to expand this study. As a result, our research is a first step towards unlocking the box of high-performance human resource strategies. The impact of how employees perceive high-performance human resources practices is investigated in this study (HPHRP), i.e., appraisal link with promotion and pay, future training programs, etc., on work-life interference and ultimately the wellbeing of the employee in the workplace along with intention to leave the job.

Finally, to study this, we will take a close look at the context. According to [START_REF] Crompton | Work-life 'balance'in Europe[END_REF], despite the widespread entry of females into the labor market, they still have a greater proportion of caring and domestic duties. As a result, they experience more worklife conflict than men, and this gap increases more if a female employee is also a mother and has childcare responsibilities. If we accept this as a fact, then female employees will be considered the primary beneficiaries of family-friendly work practices. But if such practices (FFWP) are focused on female employees and do not include male employees, then it may raise the question of equal opportunity in the workplace. So, we will have to consider such demographic variables. To bridge the gap between macro and micro research, management researchers have increased their efforts to investigate the impact of country settings on individual attitudes and actions [START_REF] Ollier-Malaterre | Work-life balance and performance across countries: Cultural and institutional approaches[END_REF]. This research, anchored in the Pakistani context, is an effort to explore this study in a South Asian developing country with its specific culture and demography.

ii-Practical and general significance

We now consider this study's contribution to the improvement of current practices (practical significance) and the condition of humanity in general (general significance) [START_REF] Fraenkel | How to design and evaluate research in education[END_REF].

In terms of practical significance, we hope that this study will make some significant contributions. One important impact in this regard would be to encourage practitioners in the field of human resource management (HRM) to devise strategies linking family-friendly work practices with high-performance human resource programs so as to reduce work-life interference and enhance the wellbeing of employees in the workplace. We find that applying universal HR practices to all employees does not always provide optimum results. Therefore, it is essential for organizational success that management understands the nature of the diversified workforce and apply the proper motivating strategies that best suit the types of individuals, especially within a specific country's context. More generally, we hope that the results obtained in this study will enable practitioners to improve the overall work environment of the organization and the psychological wellbeing of individuals.

In terms of general significance, the goal of the thesis is to better understand the dynamics of both high-performance human resource practices and work-family practices with work-life interference and the wellbeing of the employee in the workplace, along with the intention to change job. The purpose of this dissertation is to open up this black box 2 taking into account societal implications. In developed countries, organizations are taking many steps for the wellbeing of employees by helping them to maintain good health and providing a stressfree environment. To achieve this goal, organizations have introduced FFWP, i.e., flexi-time, childcare, maternity and study leave, etc. But, in Pakistan, employees are still struggling to recognize work-life balance as a problem. Though, as noted, some organizations are taking steps to help employees maintain better work-life balance, much research is still required to empirically investigate these variables within the particular lens of the culture in this 2 Black box refers to the unanswered underlying mechanisms that exist in the HRM-Performance link [START_REF] Savaneviciene | The models exploring the "black box" between HRM and organizational performance[END_REF].

subcontinent. Even in developed countries in Europe, the working environment is not ideal for employee wellbeing; thus, organizations need to take positive steps to cope with current employee issues by offering them a more friendly work environment irrespective of the financial impact on organizational productivity.

Contribution of the thesis

Our dissertation contributes to the existing literature in several important ways. First, despite the relevance of HR practices in fostering desired employee behaviors in the workplace, we tried to examine the underlying mechanisms inside the so-called black box that links highperformance human resource practices with employees' wellbeing and intention to job turnover.

Further research is still needed to improve insights on what managers can do to delineate a human resource strategy that enhances the wellbeing [START_REF] Miao | High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate[END_REF] and diminish turnover intentions of their workforce [START_REF] Ramaprasad | Exploring the mediating role of employee attitudes in the relationship between high-performance work systems and turnover intention among IT professionals in India: A serial mediation approach[END_REF]. To address this research gap, our study examines how and when HPHRP and FFWP influence employee outcomes in terms of worklife interference, employee wellbeing, and turnover intentions.

Second, the majority of research examining the relationship between high-performance human resource practices and employee outcomes has considered HPHRP as a bundle that includes flexible work arrangements [START_REF] Rubio-Andrés | Do High Performance Work Systems Improve Workplace Well-Being in SMEs? Implications for Financial Performance[END_REF]. Our research highlights a need to examine the impact of the set of high-performance human resource practices and familyfriendly work practices separately on employee outcomes for better insights. Our study focuses particularly on how HPHRP and FFWP influence employee outcomes. The focus on these two sets of HR practices (as a set of isolated HR practices) rather than on interconnected HR practices allows us to capture the complementarities and contradictions among the HPHRP and FFWP under the premise that FFWP may yield different employee outcomes when implemented separately from HPHRP. It also gives us a better understanding of the various mechanisms through which these practices, HPHRP and FFWP, in the workplace context influence individual outcomes.

Third, we investigate how HPHRP and FFWP influence employees' wellbeing and turnover intentions. HPHRP and FFWPs psychological mechanisms constitute a "black box" [START_REF] Mihail | The effects of high-performance work systems on hospital employees' work-related well-being: Evidence from Greece[END_REF][START_REF] Savaneviciene | The models exploring the "black box" between HRM and organizational performance[END_REF] and focus on the neglected role of employees as the primary recipients of HPHRP [START_REF] Heffernan | Cross-level effects of high-performance work systems (HPWS) and employee well-being: the mediating effect of organisational justice[END_REF].

Hence, we position the employee work-life interference as an important mediator. By investigating the indirect relationship of (i) HPHRP and (ii) FFWP and employee wellbeing and turnover intentions via employee work-life interference, our study presents an integrated picture of how HPHRP and FFWP are managed in the eyes of employees. Our research framework flows first from what employees perceive their organization is doing (HPHRP and FFWP) to what employees perceive these practices influence their other life domain (workplace interference) and then to how employees psychologically (employee wellbeing) and attitudinally (turnover intentions) react to what they think.

Fourth, social support has been considered crucial for one's work-life balance. It has been suggested that providing support to employees is a powerful tool for the organization to deal with employee work-life interference [START_REF] Ju | The mediating role of workplace social support on the relationship between trait emotional intelligence and teacher burnout[END_REF][START_REF] Wayne | The role of identity and work-family support in work-family enrichment and its work-related consequences[END_REF]. Therefore, it is important to investigate whether support from the manager can be a means to mitigate worklife interference. Thus, this research examines the moderating role of manager support on the relationship between HPHRP and work-life interference. Our findings are expected to provide insights into what organizational support is important when managing employee work-life interferences.

Finally, the literature stresses that the HRM-outcomes relationship may differ for female workers [START_REF] Kirkwood | Is entrepreneurship the answer to achieving work-family balance?[END_REF]. So, we also analyze the results of our research framework across gender. By doing so, our study opens a new gate for researchers on whether working women with the dual responsibility of work and kitchen make them overburdened, and the situation becomes more competitive for her to challenge the male employees in the workplace.

Therefore, we examine whether female employees need more family-friendly work practices to cope with the challenge of dual responsibilities.

Employed quantitative methodology

We employed a quantitative research methodology for two basic reasons. First, to better understand phenomena in a specific group being studied. Second, to make inferences about broader groups beyond those being studied [START_REF] Holton | The basics of quantitative research[END_REF].

i-Study context

We conducted research in both public and private sector banks in Pakistan. With a GDP growth rate of 5.8% (1482 $ per capita) in 2018 (Annex-II), Pakistan was one of the world's fastestgrowing economies. According to the World Bank's "ease of doing business index" report (September 2009), Pakistan improved by 10 points in four years, from 2015-to 2019. Pakistan's banking sector plays a critical part in the country's economic development [START_REF] Zafar | The banking sector of Pakistan: The case of its growth and impact on revenue generation 2007 to 2012[END_REF]. Since the nationalization of the banks in 1974, the modern banking system has undergone numerous adjustments to meet the needs of such a developing country [START_REF] Zaidi | Issues in Pakistan's economy[END_REF]. Significant regulatory reforms in the banking sector were implemented in 1991 in the form of privatization in order to improve consumer services and develop a competitive market. After the takeover, the new administration started the firing process. Only in one bank (Habib Bank Limited) did the new management gradually sack employees. It brought down the number of employees to around 14,000 from 23,000. This contributed to the bank's increased profits [START_REF] Fahim | Privatization of Habib Bank: Corporate governance compliance[END_REF]. Another case study of MCB Bank Limited revealed that after denationalization, the bank changed its HR policies to maximize profit by reducing employee benefits, including the discontinuation of pensions, the conversion of permanent executives to a contract-based system, and the elimination of officers' and executives' provident fund balances [START_REF] Kartio | Privatization of banking sector in Pakistana case study of MCB Bank Limited[END_REF].

Due to the denationalization of banks, the layoff survivors have increased workloads as a result of absorbing the responsibilities of their coworkers who had been laid off [START_REF] Fong | New development concerning the effect of work overload on employees[END_REF]. Most employees work more than ten hours per day at the expense of social and family life, which has caused employee frustration [START_REF] Kartio | Privatization of banking sector in Pakistana case study of MCB Bank Limited[END_REF]. Another notable effect of Pakistan's banking sector privatization is the emergence of a system in which employees perceive their jobs to be insecure, motivating them to seek new employment (Turnover intention). Thus, a challenging situation has been created for the management of consumer banking in Pakistan to retain the employees (Dawn Newspaper, 2006). On a side note, the banking industry is the largest employer of recent graduates since, in comparison to other businesses, it pays employees fairly.

The dynamic work environment (high competition after privatization, adoption of new technologies, and constantly changing objectives, procedures, and goals), as well as work-life balance difficulties and current HRM challenges, are reasons for choosing the bank sector as the population for this study. Our goal is to conduct an empirical survey based on these data to assess the influence of HR practices in Pakistan's banking sector. To answer our research question, we conducted a quantitative study (the reason of why and how is explained in chapter

3). The survey questionnaire was presented in English (which is the official language), and the respondents were chosen from lower, medium, and top-level management to ensure full comprehension of the survey questions.

For this empirical study, data collection from a sample of bank employees working in Pakistan was gathered through an online questionnaire. The independent variables in our model are family-friendly work practices (FFWP) and perceived high-performance human resource practices (HPHRP). Work-life interference (WLI), employee wellbeing in the workplace (EWB), and employee intention to job turnover (IJT) are dependent variables. In this study, we also use certain variables as moderators, i.e., perceived family/friends support available to employees (FFS) and perceived manager support available to employees (MS). We use some control variables in our research, i.e., gender, age, marital status, spouse working status, and family structure of employee, i.e., nuclear family or joint family system. The measurement scales are adopted from previous research studies published in well-known business journals.

ii-

Analytical strategy

The study hypotheses were tested using structural equation modeling (SEM) in SmartPls 3.2 software. We utilized SmartPls because (i) PLS is appropriate for analyzing complex research models consisting of many latent variables [START_REF] Henseler | The use of partial least squares path modeling in international marketing[END_REF], (ii) its comprehensive ability to test the relationship between constructs with many measurement items, and (iii) it is recommended for a model having second-order constructs, a mediator, and a small sample size [START_REF] Ullah | Financial resource and green business strategy: the mediating role of competitive business strategy[END_REF]. We used SPSS 20.0 to examine collinearity VIF (variance inflation factor)

and CMV (Dimension-reduction factor analysis).

To conduct SEM, we followed a two-step approach (details in chapter 4) recommended by [START_REF] Anderson | Structural equation modeling in practice: A review and recommended two-step approach[END_REF]. In the first step, we assessed the measurement. The purpose of this model was to assess the model fitness and discriminant validity between the independent and dependent variables. In the second step, we ran our hypothesized structural model based on the confirmatory model evaluated in the first step, measuring the relations between study variables. The mediation hypotheses were tested via bootstrapping method (bootstrap sample size = 5000). To examine the nature of moderation effects, we performed simple slopes analysis [START_REF] Aiken | Multiple regression: Testing and interpreting interactions[END_REF], which allowed us to determine whether the change in slopes was significant from low levels of the moderator to high levels of the moderator.

Organization of the thesis

The theoretical part of the thesis consists of two chapters that present a detailed literature review. Chapter 1 focuses on the literature review about work-life interference and its effects, The second part of the chapter covers the descriptive analysis section.

Chapter 4 covers the results of the data, which includes a confirmatory factor analysis (CFA) to check our measurement model's fitness in the first stage. In the second stage, we hypothesize a structural model, measuring the relations between study variables.

Chapter 5 discusses the results from chapter 4, the significant contributions of this research, its limitations, and future research directions. We finish with a general conclusion.

CHAPTER 1: WORK-LIFE

INTERFERENCE AND ITS

EFFECTS Introduction

In this chapter, we first discuss the concept of WLI in detail. Next, we discuss the potential outcomes of WLI, namely employee wellbeing and intention to job turnover. In doing so, we address one of our study's research objectives, i.e., to understand whether work-life interference influences the wellbeing of the employee in the workplace and their intention to leave the job.

To investigate the above-mentioned objective, this chapter reviews the fundamental theories underpinning work-life interference and wellbeing and turnover intention relationships.

Moreover, we provide a critical discussion of the concept of work-life interference by defining this concept and related terms and also analyzing its consequences. Indeed, balancing work-life is constantly an unresolved question for organizations, employees, politicians, psychologists, health professionals, and researchers. After the passage of half a century, why are we still discussing the issue of work-life balance? Accordingly, there is a need for a study that reviews the consequences of the imbalance between work and life and leads us to the steps required to achieve the right balance. This will help in understanding if bad-being is the cause of poor balancing between work and life spheres and if it leads employees to think about leaving the organization.

From this point of view, in this first chapter, we explore theories and myths related to work-life boundaries by discussing how boundaries were created between different spheres of life and why the line dividing family-life and work-life has gradually blurred in organizations.

Previous models and research suggest that demands and resources at work are more likely to be related to work-to-family experiences [START_REF] Voydanoff | Linkages between the work-family interface and work, family, and individual outcomes: An integrative model[END_REF]. However, we intend to examine whether work-life interference is a real problem or simply a myth. Although the term interference in work-life relation is bi-directional, from work to family and family to work, we only examine conflict stemming from work. To do so, following the outline of the chapter on work-life interference and its effects, we will begin by defining the core concepts of work-life interference and work-life balance before addressing, in the second part, why this topic is of such importance today for companies and employees, leading to debates and publications. In the third part, we will present several theoretical models to build a spillover between work and life. Then finally, we will explore the costs of work-life interference: workplace bad-being (part 4) and intention to turnover (part 5). • From work-life "interference" to "enrichment"

1.2

• WLI: When did the debate start?

1.3

• Spillover between work and life "basic models and theories".

1.4

• Workplace wellbeing the outcome of work-life interference.

1.5

• Intention to job turnover; expected consequences

From work-life "interference" to "enrichment"

In this first part, our aim is to refine the work-life balance concept. In the literature, there has been discussion concerning what vocabulary to use to describe work and non-work-life balance, with some authors preferring phrases like 'work-life interface' [START_REF] Demerouti | Work-family interface from a life and career stage perspective: The role of demands and resources[END_REF][START_REF] Shah | Development of a bi-directional and multi-dimensional measure of work-life balance[END_REF] and 'work-family balance' instead of 'work-life balance' [START_REF] Carvalho | Work-to-family enrichment and conflict profiles: job characteristics and employees' well-being[END_REF]. Similarly, some authors use terms like 'work-life interference' [START_REF] Shah | Development of a bi-directional and multi-dimensional measure of work-life balance[END_REF] or 'negative work to family spillover' [START_REF] Grzywacz | Reconceptualizing the work-family interface: An ecological perspective on the correlates of positive and negative spillover between work and family[END_REF]. In terms of enrichment, we find similar terminologies, i.e., 'work-family enrichment' [START_REF] Vadivukkarasi | Relationship between bi-direction of work-family enrichment on work-family outcomes[END_REF], 'work-family positive spillover' [START_REF] Grzywacz | Reconceptualizing the work-family interface: An ecological perspective on the correlates of positive and negative spillover between work and family[END_REF], 'work-life enhancement' [START_REF] Shah | Development of a bi-directional and multi-dimensional measure of work-life balance[END_REF]. When studying inter-role conflict research, we found that most authors use the terminology 'work-family interference' instead of 'work-life interference', as they consider the family as the primary domain of the nonwork sphere. Therefore, most of the research is more narrowed to the family than the life sphere [START_REF] Bellavia | Handbook of work stress[END_REF].

It is critical to distinguish and comprehend the connections between crucial ideas like conflict, enrichment, and balance [START_REF] Carlson | Is work-family balance more than conflict and enrichment[END_REF]. The lack of conceptual clarity leads to conceptual ambiguity, which stymies the development of complex and useful work-life interaction theoretical models. Role balancing theorists [START_REF] Marks | Multiple roles and the self: A theory of role balance[END_REF] have established a framework for addressing theoretical distinctions among work-family notions, but empirical research into whether these theoretical distinctions are genuine has been limited [START_REF] Grzywacz | Conceptualizing work-family balance: Implications for practice and research[END_REF]. As a result, a first clarification is required, "what is work?" and "what is life?", before we discuss work-life balance, work-life interference, or enrichment between work and life as concepts. We believe that we must first define the two sides (work and life). Work, according to [START_REF] Guest | Perspectives on the study of work-life balance[END_REF], is "paid employment", while life is "everything outside of the formal work employment". According to [START_REF] Khan | Work life balance: A conceptual review[END_REF], the work sphere is a paid domain in which a human expects a monetary advantage in exchange for exerting time, energy, and engagement and consuming time, energy, and involvement. On the other hand, the life sphere also consumes time and involvement, but this domain is non-paid; instead, it is the social obligation of a human, i.e., time spent and association with family, friends, hobbies, and religion.

We shall define the terms of work-life interference, work-family enrichment, and work-life balance in this chapter based on this initial semantic clarification.

Defining work-life interference (WLI)

The early writings of Adam Smith have sparked the idea that work has an impact on life outside of work [START_REF] Rousseau | Relationship of work to nonwork[END_REF]. Work-life balance has been defined as the lack of work-life interference since the nineteenth century. It is a type of inter-role conflict in which the demands of job and family roles are conflicting in some way, making it difficult for the individual to participate in both [START_REF] Voydanoff | Work demands and work-to-family and family-to-work conflict: Direct and indirect relationships[END_REF][START_REF] Warner | The positive interaction of work and family roles: Using need theory to further understand the work-family interface[END_REF]. According to [START_REF] Katz | The social psychology of organizations[END_REF], this worklife interference is not one-sided; it is the perception of focal and the perception of other members who feel the conflict and link themselves with the focal in that defined role.

The competitive business environment and evolution of technology influence the way of working and raises the expectations of both employee and employer from each other [START_REF] Kakkar | A study on work-life balance in the Indian service sector from a gender perspective[END_REF]. According to [START_REF] Zedeck | Work, family, and organizations: An untapped research triangle[END_REF], humans perform their roles in four spheres of life:

1-work sphere, 2-family sphere, 3-personal sphere, and 4-other non-work sphere. Every role demands time and energy and makes the situation more challenging and complex when one sphere of life influences the other spheres. But, currently, the line between these roles is becoming blurred.

For instance, due to the global extension of business, employees need to contact relevant people in various time zones. As a result, work is no longer limited to the workplace and longer working hours and working from home produce more interference between the work and non-work life domains. Some firms, in a competitive market, demand their employees be available at all times, even answering emails late at night. With such high expectations from their managers, employees sense a blurring of two realms of life, namely work and non-work life. When there is an inter-role conflict, in which the role pressures from the two spheres of life, i.e., work and private life domains, are mutually incompatible, work-life interference (WLI) arises [START_REF] Greenhaus | Sources of conflict between work and family roles[END_REF].

Because of the other role's engagement, participation in one role conflict becomes more difficult.

Inter-role conflict develops when employees have trouble assigning and dividing family and work duties.

Role conflicts, for example, are unexpected and inconsistent expectations from the environment or its surroundings, according to [START_REF] Kahn | Organizational stress: Studies in role conflict and ambiguity[END_REF]. These unexpected role expectations can lead to psychological strife inside the focal. Four sorts of role conflicts are explained in the same study: i) -Intrasender conflict: this conflict occurs when a single role sender has expectations that are not aligned. ii) -Intersender conflict occurs when two or more role senders have different expectations; iii) -Person-role conflict: when one or more role senders' expectations differ from one's own; iv) -Inter-role conflict: when the pressures of one role conflict with the pressures of another role. In this thesis, we will focus on inter-role conflicts. Many scholars also distinguish between two types of inter-role conflict [START_REF] Allen | Meta-analysis of workfamily conflict mean differences: Does national context matter[END_REF][START_REF] Zhao | Family-to-work conflict: Gender, equity and workplace policies[END_REF]: Workfamily interference (WFI): a situation when unexpected or inconsistent role pressure is due to work interference with another role in private life, and 2) family-work interference (FWI): a situation when the family role interferes or restricts performance at work.

In this thesis, we also refer to [START_REF] Greenhaus | Sources of conflict between work and family roles[END_REF], who cite three main reasons for tensions between work and family roles: i)-conflict based on time; ii)-conflict based on strain;

and iii)-conflict based on behavior:

i)-Time-based conflict develops when it is difficult to perform many jobs at the same time due to time constraints. One role consumes time, and multiple roles consume more time; therefore, if a person spends more time at work, they have left less time for their remaining life. In that case, the pressure they receive from work causes a conflict or a work-related source of conflict. As a result, there is a link between work-life interference and workload. Women face more work-life interference because they perform multiple roles simultaneously, i.e., child/family care, workplace load, etc. On the other hand, men are primarily considered to be mainly breadwinners.

ii)-Strain-based conflict occurs when employees experience stress in one role, and this stress makes it difficult for them to perform other roles in a different sphere of life, i.e., the worker is overloaded and getting undue pressure at work causes stress, depression, or anxiety. Due to this, it becomes difficult for them to perform other roles in their private life. The conflict that arises in such situations is called strain-based conflict. In such instances, we presume that work-life interference has a direct link to happiness and well-being.

iii)-Behavior-based conflict occurs when certain behaviors/attitudes required in one role are incompatible with behavioral expectations in another role, such as when aggressive and objective behavior at work is incompatible with other roles that require warm and emotional behavior while interacting with family and friends. As a result, the behavior adopted in one role makes it difficult to perform other private life roles and, therefore, conflict arises. [START_REF] Shah | Development of a bi-directional and multi-dimensional measure of work-life balance[END_REF].

Enrichment occurs when experience gained from one sphere of life boosts other spheres of life. For example, resources generated in one sphere of life, i.e., skills, perspectives, flexibility, physical, social capital, and material resources, improve the other domain's performance or influences the mental state. Therefore, the juxtaposition of work and family are not enemies [START_REF] Friedman | Family allies or enemies: What happens when business professionals confront life choices[END_REF]Greenhaus et al., 2006). [START_REF] Crouter | Spillover from family to work: The neglected side of the work-family interface[END_REF] discussed the positive effect of family members on work-life, called a positive family work spillover. In this case, the supportive nature of family members and valuable skills and personality adopted from home can positively impact decision-making at work. On these grounds, [START_REF] Zedeck | Work in the family and employing organization[END_REF] have developed a spillover model concept that work and family life can affect each other positively and negatively.

The positive impact of work and family life on each other is called work-family enrichment. For instance, being a parent may help one empathize with subordinates' childcare problems at work and help resolve their issues, thereby called the positive family to work spillover [START_REF] Kirchmeyer | Perceptions of nonwork-to-work spillover: Challenging the common view of conflict-ridden domain relationships[END_REF].

Similarly, having a good and successful day at work that uplifts your mood can help you to assist your parents/children. This is an example of positive work to family enrichment [START_REF] Stephens | Where two roles intersect: spillover between parent care and employment[END_REF]. Positive spillover, or work-life enrichment, is defined by [START_REF] Demerouti | Work-family interface from a life and career stage perspective: The role of demands and resources[END_REF] as the experience obtained from different roles carried out in the work domain or non-work domain. The performance of these two domains is improved as a result of this experience.

What is a balance between work and life?

According to [START_REF] Benito-Osorio | The impact of family and work-life balance policies on the performance of Spanish listed companies[END_REF], the term work-life balance (WLB) stems from workfamily interference. The reality is that work-life balance (WLB) is a broad and difficult concept with no agreed definition [START_REF] Greenhaus | The relation between work-family balance and quality of life[END_REF][START_REF] Maxwell | Work-life balance: Exploring the connections between levels of influence in the UK public sector[END_REF]. The work-life balance, conflict, and enrichment are all concepts that are still developing and empirically unsubstantiated [START_REF] Carlson | Is work-family balance more than conflict and enrichment[END_REF].

In 2000, we found that individual articles used different definitions of WLB [START_REF] Kirchmeyer | Work-life initiatives: Greed or benevolence regarding workers' time?[END_REF] that are inconsistent with others. Even the measurement of balance is problematic [START_REF] Greenhaus | The relation between work-family balance and quality of life[END_REF]. Other concepts of work-life balance have arisen in the literature since the beginning of the new century. [START_REF] Kirchmeyer | Work-life initiatives: Greed or benevolence regarding workers' time?[END_REF], for example, defines work-life balance as ''achieving satisfying experiences in all life domains, and this requires personal resources such as energy, time, and commitment to be well distributed across all domains''. According to [START_REF] Clark | Work/family border theory: A new theory of work/family balance[END_REF], work-life balance (WLB) is defined as "satisfaction and good functioning at work and at home, with a minimum of role conflict." [START_REF] Greenhaus | The relation between work-family balance and quality of life[END_REF] Few authors criticize some initial definitions that overemphasize individual satisfaction and focus more on this role prioritizing. For example, [START_REF] Grzywacz | Conceptualizing work-family balance: Implications for practice and research[END_REF] define work-life balance as an individual's ability to fulfill socially negotiated role responsibilities at work and in the family, as well as the accomplishments of role-related expectations that are negotiated and shared between an individual and his/her role-related partners in the work and family domains.

According to [START_REF] Kelliher | All of work? All of life? Reconceptualising work-life balance for the 21st century[END_REF], WLB is creating a balance between work and non-work life spheres by restricting one side in order to have more time for the other. WLB refers to the right prioritization of work (career and aspiration) and non-work-related activities, such as health, enjoyment, leisure, family, and spiritual development [START_REF] Fapohunda | An exploration of the effects of work life balance on productivity[END_REF]. There has always been discussion about what defines "balance", adding to the field's uncertainty (Voydanoff, 2005a). This word is again debatable amongst researchers and is rarely defined in the literature. According to Greenhaus et al. (2006), three types of balance coexist in the literature: time balance, involvement balance, and satisfaction balance. 3 From another point of view, the term balance means "comfortable", i.e., work-life balance is the "comfortable accomplishment of work and non-work responsibilities" [START_REF] Saif | Employee work satisfaction and work-life balance: A Pakistani perspective[END_REF]. Taking a situationist approach, [START_REF] Reiter | Work life balance: What do you mean? The ethical ideology underpinning appropriate application[END_REF] states that the extent to which a person has a satisfactory work-life balance will depend on how they perceive their situation, rather than any predetermined notion of what "balance" is. Greenhaus et al. (2006) define the term balance as an individual's satisfaction with their expectations, but [START_REF] Grzywacz | Conceptualizing work-family balance: Implications for practice and research[END_REF] criticize this definition, considering that work-life balance is not an individual-level problem but a social issue. 4 More recently, according to [START_REF] Poulose | Work life balance: A conceptual review[END_REF], the term 'balance' in work-life research is about balancing three dimensions of life, i.e., organizational life, societal life, and an employee's personal life. Work-life balance, according to [START_REF] Khan | The balance between work and life for subjective well-being: A moderated mediation model[END_REF], is a personal subjective perspective. It is a good degree of contribution or fit among the numerous realms of an individual's life, not an equal quantity of time distribution between paid and unpaid work.

To wrap up this first section, we'll keep the definitions underneath. Job-life interference is a type of inter-role conflict in which the demands of the work and family responsibilities are incompatible in some way, making it difficult for the individual to participate in the other roles.

Work-life enrichment refers to when one aspect of one's life has a good impact on other aspects of one's life. This thesis focuses on work-family conflict and enrichment, distinguishing between time-based, strain-based, and behavior-based conflict. Finally, the following definition of worklife balance by [START_REF] Grzywacz | Conceptualizing work-family balance: Implications for practice and research[END_REF] is retained: work-life balance as an individual's ability to fulfill socially negotiated role responsibilities at work and in the family, as well as the accomplishments of role-related expectations that are negotiated and shared between an individual and his/her role-related partners in the work and family domain.

WLI: When did the debate start?

In this section, we discuss how work-life interference emerged as a concept and why it is important for researchers and practitioners. In addition, we highlight the recent research conducted on WLI.

A foot in the past and the present

Before World War II, women were primarily homemakers, but the outbreak of war created a critical need for vast increases in the number of women in the paid workforce [START_REF] Beaton | The importance of women's paid labour: Women at work in World War II[END_REF].

Following WWII, as a growing number of women sought paid jobs outside the home, this caused inter-role tensions between work and family life, and therefore this became a topic of interest for researchers. These women typically continued to be the primary caregivers for their children and families while they were working. As a result, women began to take on multiple responsibilities, which put pressure on them to manage both spheres of their lives and created a need to balance employment and their familial obligations [START_REF] Gatrell | Work-life balance and parenthood: A comparative review of definitions, equity and enrichment[END_REF]. Formally, the term work-life interference began to be used in the 1960s when researchers analyzed work and non-work-life interference under the lens of role stress theory [START_REF] Shah | Development of a bi-directional and multi-dimensional measure of work-life balance[END_REF]. The myth of work-family balance was initially explored in the 1970s to explain the balance between an individual's employment and life after work [START_REF] Khan | Work life balance: A conceptual review[END_REF]. It is important to note that, in previous literature, work-life balance was referred to as work-family balance with a relatively limited scope. Today, we also find alternative terms such as work-family interface [START_REF] Demerouti | Work-family interface from a life and career stage perspective: The role of demands and resources[END_REF] and work-life interface [START_REF] Kaciak | Women entrepreneurs and work-life interface: The impact of sustainable economies on success[END_REF] in the literature.

The research on work and private life balance has always reflected demographic, economic, and workplace changes [START_REF] Benito-Osorio | The impact of family and work-life balance policies on the performance of Spanish listed companies[END_REF]. However, we may say that the area of research as well as in the research domain [START_REF] Lewis | The work-family research agenda in changing contexts[END_REF]. In companies, for example, IBM initiated a survey about work and life, and the Du Pont company created the job position of "Work-Life Director" in their organizational structure during this period. In short, the work-life arms race had begun. Similarly, researchers examined work-family conflicts as another source of stress which ultimately influences wellbeing [START_REF] Greenhaus | Vocational and organizational behavior, 1985: A review[END_REF]. During the 1990s, work-life balance programs were considered a principal motivational force for employees and a leading retention strategy for Generation Y 5 employees (born between 1982-2000). Therefore, many studies considered it a central area of concern for generation Y [START_REF] Susaeta | Generation or culture? Work attitude drivers: An analysis in Latin America and Iberian countries[END_REF].

The field had become more multidisciplinary by the turn of the century: a "sprawling sphere of study comprising academics from numerous disciplines and distinct theoretical views" (Perry- et al., 2000). With globalization and new technology, a growing number of young employees reported high job demand pressures and lack of free time for other activities due to 24/7 work and intensified human resource programs. This led to more attention for scholars to redefine work-life balance and link it to human resource practices [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF].

Jenkins

Recently, there has been a focus on how information communication technologies blur the lines between work and life, significantly hampering work-life balance [START_REF] Des Horts | Paradoxical consequences of the use of blackberrys? An application of the job demand-control-support model[END_REF]OFFICE-ILO, 2017). According to a recent study [START_REF] Ma | The impact of techno-stressors on work-life balance: The moderation of job self-efficacy and the mediation of emotional exhaustion[END_REF], information technology has become an essential source of stress in the modern workplace, and these techno-stressors have a negative impact on individual work-life balance. Furthermore, in the past decade, investigators have started to examine the link between work-life balance and organizational effectiveness [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF]. Still, work-life balance is the main research area for academics [START_REF] Xu | View on work-family linkage and work-family conflict model[END_REF], business [START_REF] Benito-Osorio | The impact of family and work-life balance policies on the performance of Spanish listed companies[END_REF], and an area of discussion for politicians and non-government organizations [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF].

1.2.2 Is WLI a real issue for companies and employees?

For many decades, scholars have attempted to define what work-life balance is and its positive and negative consequences [START_REF] Powell | Introduction to special topic forum: Advancing and expanding work-life theory from multiple perspectives[END_REF]. However, as the literature began to characterize worklife balance as a significant obstacle for businesses, the interference side became the focal point, generating more stress than enrichment [START_REF] Benito-Osorio | The impact of family and work-life balance policies on the performance of Spanish listed companies[END_REF]. As a result, the primary focus of this study will be on work-life interference (WLI). According to [START_REF] Allen | Meta-analysis of workfamily conflict mean differences: Does national context matter[END_REF], work-life interference is still a topic of considerable interest for researchers and organizations worldwide. It has great importance for governments and the management of organizations since it has an impact on different organizational and individual issues. For example, a survey conducted by Radcliff Public Policy Center in 2001 presented the results that "men and women with 82% and 85% having ages 20-39 rated family time at the top of the list of their work/life concerns." In the recent decade, this issue has also been of public interest [START_REF] Kelliher | All of work? All of life? Reconceptualising work-life balance for the 21st century[END_REF]. Organizations must address both social and business requirements by assisting people in balancing their work and family lives.

According to [START_REF] Powell | Introduction to special topic forum: Advancing and expanding work-life theory from multiple perspectives[END_REF], the nature of gender role, family, work, and career are some reasons for the explosion in work-family research. If we take a quick glance at the literature on work-life interference, we observe that it has evolved and expanded from focusing as an issue affecting working women (as women began to take on multiple responsibilities, they were under pressure to manage both sectors of their lives, necessitating a need to balance employment and work). That is why most previous research has linked this issue to female (mother) employees [START_REF] De Luis Carnicer | Work-family conflict in a southern European country: The influence of job-related and non-related factors[END_REF]. However, today, in a broader discussion of work-life balance, it is considered an issue for both men and women, with or without spouses and children.

Further, deep research is also available on how employee work-life balance affects the organization in terms of turnover and financial performance [START_REF] Benito-Osorio | The impact of family and work-life balance policies on the performance of Spanish listed companies[END_REF][START_REF] Obiageli | Work-life balance and employee performance in selected commercial banks in Lagos State[END_REF]. For example, a study conducted in private hospitals in Jordan targeting medical staff found that work-life interference has a highly significant positive impact on employee intention to job turnover [START_REF] Suifan | The influence of work life balance on turnover intention in private hospitals: The mediating role of work life conflict[END_REF]. According to [START_REF] Garg | Work life balance: A key driver to improve organizational performance[END_REF], the balance of work and life spheres benefits the organization by reducing absenteeism and lateness, staff turnover rate, improves productivity, and increases employee loyalty. Similarly, work-life balance also benefits employees by raising their job satisfaction, sense of job security, and control over work and life, thus further reducing stress levels to maintain physical health. Some other studies show that the conflict may be on both sides, i.e., interference between job and family or work and family [START_REF] Shah | Development of a bi-directional and multi-dimensional measure of work-life balance[END_REF]. The employees in such challenging situations make family trade-offs or job tradeoffs. These tradeoffs may affect employee performance at work and create another challenging situation for the organization [START_REF] Mennino | Job-family trade-offs: The multidimensional effects of gender[END_REF].

Work-life balance gives employees different work arrangements to keep them motivated and to maintain a greater output level, according to empirical surveys. Work-life interference has severe consequences on the three spheres of life, i.e., organizational, societal and personal life.

These consequences result in poorer productivity and performance, diminished job satisfaction, employee burnout, job stress, poorer physiological and psychological health, inferior career ambitions and success, and diminished performance in personal life and family. These also contribute to increased absenteeism and intention to leave [START_REF] Poulose | Work life balance: A conceptual review[END_REF]. Work-life interference has a more complicated link with performance, productivity, and organizational profitability, and many other factors impact these outcomes, i.e., employee wellbeing and employee turnover [START_REF] Skinner | Work-life balance and family friendly policies[END_REF].

For this reason, some scholars search for moderators that influence this relationship with performance and turnover. [START_REF] Breakspear | Getting a life: Understanding the downshifting phenomena in Australia, WP The Australiai Institute[END_REF], for example, state that employees should strive for work-life balance; otherwise, they will impede the productivity of both the organization and their coworkers. Other researchers suggest that by effectively implementing work-life balance policies, businesses can improve productivity and reduce employee stress, absenteeism, and annual medical expenses [START_REF] Smith | Factors affecting employee use of work-life balance initiatives[END_REF].

1.2.3 Work-life interference: What does the literature say?

Work-life interference research has been concentrated on Western and industrialized countries, with little attention paid to the status of work-life balance in emerging countries [START_REF] Ratnesh | Determinants of work-life balance: A cross-cultural review of selected Asian countries[END_REF]. Work-life interference amongst the workforce prevails more in developing countries (i.e., Pakistan) along with a high level of work pressures, which causes isolation from social networks [START_REF] Bhutto | Work-life balance and job satisfaction: An assessment of Pakistan's banking sector[END_REF] the reduced performance at work [START_REF] Hussain | The relationship between work-life conflict and employee performance: A study of national database and registration authority workers in Pakistan[END_REF].

A detailed chart of research conducted in Pakistan is shown below (Table 1.1). In Asian underdeveloped countries, particularly in collectivist societies such as Pakistan, work-life interference is undesirable and has destructive costs [START_REF] Kirn | Impact of work-family-conflict and family-work-conflict on turn-over intention of front-line-employees in the banking sector of Pakistan[END_REF]. [START_REF] Nadeem | The impact of work life conflict on job satisfactions of employees in Pakistan[END_REF] The public and private sectors of Pakistan

The results of the study reveal that there is a statistically insignificant negative relationship between work-life conflict and perceived employee performance in Pakistan. [START_REF] Shujat | Impact of work life balance on employee job satisfaction in private banking sector of Karachi[END_REF]

Note:

The table is designed by the author.

However, if we examine the research on work-life interference (Table 1.1), there seems to be no research on the impact of work-life conflicts in moderating the relationship between perceived high-performance human resource practices and other outcomes, such as wellbeing and job turnover intentions.

To our knowledge, there is only one study, based on a Belgian sample, in the extant literature. [START_REF] Babic | High-performance work systems and wellbeing: Mediating role of work-to-family interface[END_REF] have examined the relationship between these concepts. A detailed chart of international research conducted is shown below (Table 1.2), which summarizes that there is evidence in the literature that an employer's desire to reduce employee work-life interference has a positive impact on employee motivation, recruitment, and retention [START_REF] Farivar | Work family online networking and family to-work conflict: friends or foes? Paper presented at the the 11th International Conference on Occupational Stress and Health[END_REF], as well as employee attitudes like organizational commitment and job satisfaction [START_REF] Kim | Work-life balance and employees' performance: The mediating role of affective commitment[END_REF][START_REF] Shanafelt | Burnout and satisfaction with work-life balance among US physicians relative to the general US population[END_REF]. However, we find contradictory results in terms of the relationship between work-life interference and performance, i.e., a positive and substantial relationship, as well as no significant relationship [START_REF] Chaudhry | Examining the relationship of work-life conflict and employee performance (a case from NADRA Pakistan)[END_REF][START_REF] Mohsin | The predictors and performance-related outcomes of bidirectional work-family conflict: An empirical study[END_REF]. Review paper [START_REF] Carr | The moderating effect of work-family centrality on work-family conflict, organizational attitudes, and turnover behavior[END_REF] When individuals view work as being more central to their lives, the negative relationships between WFC and organizational attitudes and organizational retention is suppressed.

Manufacturing plant (USA) [START_REF] Haar | Work-family conflict and turnover intention: Exploring the moderation effects[END_REF] Work-family conflict and family-work conflict are both significantly associated with turnover intention.

New Zealand

Note: The table is designed by the author.

In conclusion, based on the above discussion, we found that WLI has a severe adverse impact on employee psychological and physical wellbeing, satisfaction, commitment, and intention to job turnover. Hence, we propose to study how human resource practices (i.e., family-friendly work practices and high-performance HR practices) may help employees manage their work and private life to balance these two spheres, especially to reduce the adverse outcomes of WLI. Also, there is a need to identify other job characteristics which may help employees reduce negative work to life spillover, i.e., autonomy, task identity, task significance, and job support [START_REF] Carvalho | Work-to-family enrichment and conflict profiles: job characteristics and employees' well-being[END_REF].

Spillover between work and life: "Basic models and theories"

Limited numbers of theoretical frameworks are available in the literature to guide the existing work-life research [START_REF] Powell | Introduction to special topic forum: Advancing and expanding work-life theory from multiple perspectives[END_REF]. Historically, work-life theories are primarily guided by role theory, based on the negative spillover between work and non-work life roles [START_REF] Kahn | Organizational stress: Studies in role conflict and ambiguity[END_REF]. The work and family interactions are further explained by role theory, spillover theory, compensation theory, and boundary theory [START_REF] Xu | View on work-family linkage and work-family conflict model[END_REF]. In this context, this part focuses on three seminal papers proposing models about spillover between work and life: Zedek and Mosier's five models, Clark's border theory, and Kahn's role stress theory.

Zedeck and Mosier (1990) : 5 Models

Zedeck and Mosier (1990) outline five key models to explain the interaction between work and life outside of work after reviewing the literature. The descriptive model describing the relationship between work and life spheres is described below:

i-Segmentation Model

Work and non-work life are two distinct spheres of life with no relationship and no influence on each other. An individual can perform a role in one segment of life successfully without influencing the other. Individuals divide their time and energy for all the spheres of life, and they can perform accordingly in separate spheres. This model is based on a separate spheres pattern [START_REF] Xu | View on work-family linkage and work-family conflict model[END_REF].

According to [START_REF] Benito-Osorio | The impact of family and work-life balance policies on the performance of Spanish listed companies[END_REF], this model does not work in reality.

ii-Spillover Model

Most of the research in the work-family area has been done on the spillover theory [START_REF] Zedeck | Work in the family and employing organization[END_REF]. According to the spillover model, one sphere of life influences the other sphere. In The spillover may also be negatively related [START_REF] Benito-Osorio | The impact of family and work-life balance policies on the performance of Spanish listed companies[END_REF]. For example, according to [START_REF] Piotrkowski | Work and the family system[END_REF], if work is boring, it may result in a loss of energy and make the worker lazy in their life and make them unable to do certain important things in the non-workplace, causing a negative spillover from work to life. Another example is a bad relationship between employee and supervisor that creates a stressful situation and may impact employee health and cause negative spillover. The focal point is that there are no boundaries for one's behavior [START_REF] Zedeck | Work in the family and employing organization[END_REF]. This theory generally assumes that the direction of influence is from work to family [START_REF] Zedeck | Work, family, and organizations: An untapped research triangle[END_REF].

iii-Compensation Model

The lack of one sphere of life, either in terms of demand or satisfaction, can be compensated for in other spheres of life [START_REF] Zedeck | Work, family, and organizations: An untapped research triangle[END_REF]. The work sphere and the life sphere have an inverse relationship, according to this idea. For example, an employee who spends less time with family and more time at paid work may get more financial benefits and more satisfaction in the workplace.

That high satisfaction at work is compensating for low satisfaction achieved due to conflicts that arise in the family because of sharing less time with the family. The excellent output from one sphere of life compensates for poor output in other spheres of life. According to [START_REF] Lambert | Processes linking work and family: A critical review and research agenda[END_REF], this model explains the behavior of employees who spend more time at work when experiencing family problems.

iv-Instrumental Model

Activity in one sphere of life helps improve the environment in other spheres of life. Training in leadership skills at work also improves the quality of life outside work, or high performance at work causes more financial reward, which ultimately helps in enjoying the luxuries of life apart from the workplace.

v-Conflict Model

The conflict model is based on the theory that high demands from all spheres of life cause conflicts in life. The model is based on the view that resources are limited, i.e., time and energy. If we spend more time in one sphere of life to achieve a high return, we must spend less time in others; hence, contentment or success in one environment necessitates sacrifices in another. This area of life is sacrificed to acquire high results in another area of life [START_REF] Benito-Osorio | The impact of family and work-life balance policies on the performance of Spanish listed companies[END_REF]. Because they have different rules and requirements, each area of existence is incompatible with the other [START_REF] Greenhaus | Sources of conflict between work and family roles[END_REF]. If a person has greater family duties, it may lead to increased work absenteeism, tardiness, inefficiency, and inter-role conflict (that is, the conflict between work and family roles) [START_REF] Zedeck | Work in the family and employing organization[END_REF].

Border theory (Clark, 2000)

Border theory states that individuals are daily crossing borders between different spheres of life, i.e., work and non-work life, to play different roles in life. Individuals shape their environment and border between different spheres by themselves; therefore, individuals are border crossers.

According to [START_REF] Clark | Work/family border theory: A new theory of work/family balance[END_REF], spillover theory and compensation theory do not explain, predict, and

Work-life interference and role stress theory

The relationship between work-life interference and health is effectively defined by role stress theory [START_REF] Kahn | Organizational stress: Studies in role conflict and ambiguity[END_REF]. It explains why individuals may face difficulties in combining many roles in their life [START_REF] Demerouti | Work-family interface from a life and career stage perspective: The role of demands and resources[END_REF]. The scarcity hypothesis, which states that energy and time are fixed and predefined, is at the heart of the role stress theory. Multiple roles with high job demands create conflict among different roles [START_REF] Demerouti | Work-family interface from a life and career stage perspective: The role of demands and resources[END_REF] and ultimately cause bad-being. When an individual is faced with many expectations from multiple roles, conflicts arise, increasing the likelihood of mental disease in the long run [START_REF] Neto | Work-family conflict and employee well-being over time: The loss spiral effect[END_REF]. When high employment demands are combined with a lack of control over one's personal life condition, it can be extremely stressful (Karasek & Theorell, 1990). As a result of this condition, there is a high danger of mental strain, which increases the risk of psychological distress [START_REF] Nordenmark | Multiple social roles and well-being: A longitudinal test of the role stress theory and the role expansion theory[END_REF].

According to [START_REF] Lazarus | Stress, appraisal, and coping[END_REF], stress is the state when the demands increase and resources are not sufficient to cope with these demands. Role stress theory supports that when the demands at work increase and the resources are incompatible with meeting these demands, then the conflict between work and life roles causes stress, leading to bad-being. According to [START_REF] Demerouti | Work-family interface from a life and career stage perspective: The role of demands and resources[END_REF], role stress theory is based on the scarcity approach in which humans perform multiple roles with limited time and energy.

According to role theory, work-life interference due to multiple roles that are incompatible with each other causes continuous pressure and rising stress levels in employees and affects their performance. The employees in such a challenging situation make family trade-offs or job tradeoffs. These tradeoffs may affect an employee's performance at work and create another challenging situation for the organization [START_REF] Mennino | Job-family trade-offs: The multidimensional effects of gender[END_REF]. A trade-off is a scenario in which one quality or aspect of something is sacrificed in return for the acquisition of another quality or aspect; if one item improves, another must decline. Employees in the situation of worklife interference sacrifice and make adjustments to fulfill different responsibilities either at their job or in their personal lives. If they make sacrifices in their personal lives due to their job, then it is called family trade-offs. And if sacrifices are made in their job due to family responsibilities, then it is called employment trade-offs [START_REF] Mennino | Job-family trade-offs: The multidimensional effects of gender[END_REF]; for example, missing family events or family functions due to long working hours at the job.

Similarly, employees also make adjustments in the workplace to decrease the level of worklife interference, i.e., make adjustments at the job by starting a part-time job instead of full-time work, working from home, or compromising on promotion to avoid high job responsibilities at a higher level. Assisting workers in reducing work-life conflict is seen as both critical for the company and valuable for society as a whole [START_REF] Carlson | Is work-family balance more than conflict and enrichment[END_REF]. Balancing work and family life is primarily a current challenge for the new generation living with high technology [START_REF] Halpern | Psychology at the intersection of work and family: Recommendations for employers, working families, and policymakers[END_REF].

In in conflicts, and they may have difficulties in combining the many roles. Similarly, the scarcity approach suggests that humans perform multiple roles with limited time and energy; therefore, when the demands at work increase and the resources are incompatible with meeting these demands, then the conflict between work and life roles causes stress, leading to bad-being.

Workplace wellbeing: The outcome of WLI

This section explains the concept of employee wellbeing at work and elucidates how work-life interference affects employee wellbeing at work. Work-life interference has many consequences, as identified in previous research. One of the prominent consequences of work-life interference is bad-being. This section also highlights the perils of work-life interference for employee wellbeing.

What is wellbeing in the workplace?

According to War (1987), wellbeing in the workplace is the "overall quality of employee experience and functioning at work". [START_REF] Baptiste | Tightening the link between employee wellbeing at work and performance[END_REF] defined wellbeing in the workplace as the feeling of an employee about himself in relation to his job. According to [START_REF] Grant | Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs[END_REF], most managers narrowly define only one dimension of wellbeing as employee perception of job satisfaction. The bottom line is that there is still no consensus among researchers on the definition of employee well-being [START_REF] Zheng | Employee well-being in organizations: Theoretical model, scale development, and cross-cultural validation[END_REF].

The majority of studies support the notion that employee wellbeing has a positive link with employee performance [START_REF] Fisher | Why do lay people believe that satisfaction and performance are correlated? Possible sources of a commonsense theory[END_REF]. At the organizational level, it improves profitability by lowering absenteeism and health-related expenditures [START_REF] Danna | Health and well-being in the workplace: A review and synthesis of the literature[END_REF]. Because of these factors, employee wellbeing is now of great interest in organizational studies and the main concern for organizations [START_REF] Grant | Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs[END_REF]. Different variables/HR practices that affect employee wellbeing at work, such as job insecurity, working hours, control at work, and managerial style, have been researched [START_REF] Sparks | Well-being and occupational health in the 21st century workplace[END_REF]. On the basis of these studies, employers have designed policies and programs with the ultimate goal of improving the performance of employees, as well as the performance of the organization. But this is not a simple task. Sometimes, human resource (HR) practices improve one dimension of employee wellbeing and undermine another. We call this a wellbeing tradeoff. For example, offering high targets makes the job challenging and increases job satisfaction, on the one hand, but also increases stress and physical strain for employees [START_REF] Grant | Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs[END_REF]. Managerial approaches frequently result in wellbeing tradeoffs by improving one component of wellbeing, such as psychological wellbeing, while reducing another, such as physical wellbeing. Employee wellbeing, according to [START_REF] Grant | Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs[END_REF], comprises three dimensions: psychological happiness, physical health, and interpersonal relationships (social).

i-Happiness: Psychological wellbeing

The study of psychological well-being8 has occupied researchers for decades. Psychological wellbeing, according to R. M. [START_REF] Ryan | On happiness and human potentials: A review of research on hedonic and eudaimonic well-being[END_REF], comprises two components. The first is concerned with subjective pleasure experiences or the employee's own assessment of his/her own level of satisfaction; this component of wellbeing is primarily concerned with happiness and defines pleasure and pain avoidance. The degree to which a person is completely functioning is the second component of psychological wellbeing.

ii-Health: Physical wellbeing

This aspect of wellbeing is mainly studied by social and natural sciences and is more focused on subjective experiences of bodily health [START_REF] Testa | Assessment of quality-of-life outcomes[END_REF]. It refers to the actual physical health of workers [START_REF] Danna | Health and well-being in the workplace: A review and synthesis of the literature[END_REF]. Researchers in the social sciences investigate the relationship between employment and employee physical health, assuming that labor is a possible source of damage or disease [START_REF] Danna | Health and well-being in the workplace: A review and synthesis of the literature[END_REF][START_REF] Frone | Relation of work-family conflict to health outcomes: A four-year longitudinal study of employed parents[END_REF]. It (paid work) may be a source of stress [START_REF] Theorell | Job strain variations in relation to plasma testosterone fluctuations in working men-a longitudinal study[END_REF]. All employees have experiences when they are in the workplace; these experiences are physical, emotional, mental, and social in nature. They are either good or bad and may also "spillover" into other domains of life and directly affect the health wellbeing of the employee [START_REF] Danna | Health and well-being in the workplace: A review and synthesis of the literature[END_REF].

iii-Relationships: Social wellbeing

The quality of a worker's relationships with other workers and communities, as well as how well they feel socially integrated, close to, and comforted by others, is referred to as social wellbeing [START_REF] Keyes | Social well-being[END_REF]. Social wellbeing is primarily concerned with the relationships that take place between coworkers [START_REF] Bradbury | Relationality in organizational research: Exploring the space between[END_REF]. An example of high social wellbeing is an employee who is more connected to society and has positive interpersonal relationships. Social wellbeing is studied by organizational scholars in terms of trust, social support, cooperation, coordination, and integration [START_REF] Bradbury | Relationality in organizational research: Exploring the space between[END_REF][START_REF] Gerstner | Meta-Analytic review of leader-member exchange theory: Correlates and construct issues[END_REF].

According to [START_REF] Zheng | Employee well-being in organizations: Theoretical model, scale development, and cross-cultural validation[END_REF], subjective wellbeing and psychological wellbeing are linked with the individual's well-being. 9 They define the three aspects of the general well-being of an individual: life, psychological, and workplace wellbeing. As work is a significant part of our lives today, its environment dramatically influences our wellbeing. Employee wellbeing is about one's own perception regarding work satisfaction, family satisfaction, and life satisfaction.

Wellbeing in the workplace is then more concerned about employees' satisfaction with their workplace conditions 10 (Zheng et al., 2015).

Bad-being and stress as the outcome of work-life interference

Work-family conflicts and role strain cause psychological symptoms, such as stress (Chapman et al.,994), lower quality of family life [START_REF] Higgins | Work-family conflict in the dual-career family[END_REF], increased pain or fatigue [START_REF] Burke | Some antecedents of work-family conflict[END_REF], life dissatisfaction [START_REF] Adams | Relationships of job and family involvement, family social support, and work-family conflict with job and life satisfaction[END_REF][START_REF] Aryee | Antecedents and outcomes of work-family conflict among married professional women: Evidence from Singapore[END_REF], and physical disorder [START_REF] Frone | Relation of work-family conflict to health outcomes: A four-year longitudinal study of employed parents[END_REF].

Many of the same strain outcomes used as dependent variables in stress research are associated with role conflict: tension, work-related satisfaction, intent to turnover, and job performance [START_REF] Fisher | A meta-analysis of the correlates of role conflict and ambiguity[END_REF]; emotional exhaustion [START_REF] Jackson | Unemployment and psychological ill-health: The moderating role of duration and age[END_REF], and depression and somatic complaints [START_REF] Ganster | Role of social support in the experience of stress at work[END_REF].11 An unwanted response of the body or brain to any event or stimulus is defined as stress [START_REF] Kavanagh | Stress and performance a review of the literature and its applicability to the Military[END_REF]. Increased working hours and working from home cause more interference of the work domain with the non-work life domain, potentially leading to more stress among individuals and affecting their wellbeing. A study by [START_REF] Opie | Work-family conflict and work engagement among mothers: Conscientiousness and neuroticism as moderators[END_REF] conducted on South African mothers working in different organizations reveals that the mothers who experienced more work-life interference were less engaged in their work assignments. Similarly, employees make more sacrifices in their lives to control the damage because of more work-life interference, for example, sacrificing job flexibility in exchange for a promotion [START_REF] Mennino | Job-family trade-offs: The multidimensional effects of gender[END_REF]. Work-family conflicts are linked to depression, poor health, and hypertension [START_REF] Frone | Relation of work-family conflict to health outcomes: A four-year longitudinal study of employed parents[END_REF].

In Japan, the problem of karoshi (work to death) and the severity of work-holism and its outcomes of depression and hypertension has been a point of discussion since the early 1980s.12 More broadly, employees' "bad-being" at work as a cost is an important topic of study today. For example, the European commission reveals that 66% of causes of work stress are long working hours and a heavy workload (Pan-European opinion poll on occupational safety and health 2013). The employee who is experiencing bad-being in the workplace may be less productive, be more prone to be absent from work, make lower-quality decisions [START_REF] Boyd | Employee traps-corruption in the workplace[END_REF], and make fewer contributions to the organization [START_REF] Price | Organizational exit pressures and role stress: Impact on mental health[END_REF]. As a result, the increased elevated stress leads to poor health, especially when a person lacks coping tools [START_REF] Lazarus | Stress, appraisal, and coping[END_REF].

So, work-life interference generates stress, which leads to ill-being in the long run. Carvalho and Chambel (2016a), in their study, gathered data from 218 employees of a Portuguese city council to explain the relationship between work-life interference and burnout, as well as subjective wellbeing. The results of the study revealed that the employees who perceived high work-life interference significantly faced more burnout-like situations, which reduced the subjective wellbeing of the employees. A longitudinal study by [START_REF] Van Der Heijden | Work-home interference among nurses: Reciprocal relationships with job demands and health[END_REF], which collected data from 753 registered nurses working in hospitals, nursing homes, and home care organizations, found that high job demands lead to higher WFI and ultimately to poor health.

One research finding revealed that multiple roles often have benefits and do not always have detrimental effects on the role performer [START_REF] Greenhaus | When work and family are allies: A theory of workfamily enrichment[END_REF]. A study by [START_REF] Barnett | Women's involvement in multiple roles and psychological distress[END_REF] found that, among working women, there was no correlation between workfamily interference and anxiety, and role overload and anxiety were significant but weak.

To conclude, the existing literature suggests that job stress is predictive of both affective and psychological symptoms of bad-being. Theories and empirical evidence (role stress theory) support the idea that combining work and non-work responsibilities frequently creates more demands than one can handle, resulting in overburdening and stress. As a result, there's a high chance of inter-role conflicts or work-life conflicts. This imbalance in all domains of life can lead to stress, psychiatric illness and affect general health in the long run [START_REF] Babic | High-performance work systems and wellbeing: Mediating role of work-to-family interface[END_REF]Carvalho & Chambel, 2016a;[START_REF] Haar | Outcomes of work-life balance on job satisfaction, life satisfaction and mental health: A study across seven cultures[END_REF][START_REF] Van Der Heijden | Work-home interference among nurses: Reciprocal relationships with job demands and health[END_REF]. Accordingly, based on role stress theory [START_REF] Kahn | Organizational stress: Studies in role conflict and ambiguity[END_REF], we hypothesize the following:

In conclusion, the wellbeing of employees in the workplace is the point of concern [START_REF] Kundi | Employee psychological well-being and job performance: Exploring mediating and moderating mechanisms[END_REF]. To date, there is no consensus among researchers about the definition of employee wellbeing, as it consists of different dimensions, i.e., psychological, physical, and social. However, the widely used definition of wellbeing was defined by War (1987) as the perceptions of employees regarding the satisfaction level of their own experience and functioning at work. Hence, our model is based on the assumption that work-life interference might have adverse consequences on employee wellbeing in the workplace. This is because employees make more sacrifices in their lives when they are faced with high job demands.

Intention to turnover: Expected consequences

Keeping the employee is a real challenge for human resource management [START_REF] Branham | Keeping the people who keep you in business: 24 ways to hang on to your most valuable talent[END_REF].

However, little research has been done in the past to determine the links between work-life interference and employee intention to leave their jobs [START_REF] Syed | Work-family conflict and turnover intentions: Moderated mediation model[END_REF]. There is evidence that an employer's desire to reduce employee work-life interference has an impact on employee retention [START_REF] Farivar | Work family online networking and family to-work conflict: friends or foes? Paper presented at the the 11th International Conference on Occupational Stress and Health[END_REF]. Indeed, occupational stressors are associated with psychological strain, which is allied with turnover [START_REF] Schwarzkopf | Perceived nonbeneficial treatment of patients, burnout, and intention to leave the job among ICU nurses and junior and senior physicians[END_REF]. To understand this more in-depth, we need to define the intention to job turnover before stating our second hypothesis of job turnover as a consequence of work-life interference.

HYPOTHESIS 1: Work-life interference negatively relates to employee wellbeing in the workplace.

What is the intention to job turnover?

Intention to job turnover is the situation when an employee starts thinking about changing or switching their jobs within a particular period [START_REF] Kerdpitak | The effects of workplace stress, work-life balance on turnover intention: An empirical evidence from pharmaceutical industry in Thailand[END_REF]. 13 According to [START_REF] Syed | Work-family conflict and turnover intentions: Moderated mediation model[END_REF], it is an employee's desire or plan to leave their current employment for whatever cause. 14 In meta-analysis research, Mor et al. ( 2001) have defined it as seriously considering leaving one's current job. [START_REF] Dess | Voluntary turnover, social capital, and organizational performance[END_REF] explain two types of turnover: when an employee leaves the job of their own free will, it is called voluntary turnover, and when an employer fires an employee, it is called involuntary turnover.

Turnover or intention to turnover?

Some studies in the literature looked at whether employees were currently considering leaving their current job [START_REF] Mowday | The psychology of the withdrawal process: A cross-validation test of Mobley's intermediate linkages model of turnover in two samples[END_REF], while others looked at whether they (the employees) had considered leaving their jobs in the past (e.g., the past three months) or if they are planning to leave the current job within that time frame [START_REF] Munn | Factors affecting the professional well-being of child life specialists[END_REF][START_REF] Watty-Benjamin | The relationship between HRM practices and turnover intentions: A study of government and employee organizational citizenship behavior in the Virgin Islands[END_REF].

Thus, according to [START_REF] Mowday | The psychology of the withdrawal process: A cross-validation test of Mobley's intermediate linkages model of turnover in two samples[END_REF], withdrawal cognition is a two-step process that starts with the employee's desire to leave the job. The second step is when the employee begins to search for a new job in another organization. He/she also makes a distinction between the intention to and turnover. According to [START_REF] Carlson | Applying the job demands resources model to understand technology as a predictor of turnover intentions[END_REF], turnover is the permanent withdrawal, either voluntary or involuntary, from an organization. To explain this, [START_REF] Mobley | An evaluation of precursors of hospital employee turnover[END_REF] describe the employee 13 Mor et al. ( 2001), in a study based on a meta-analysis of 25 articles, found that high intention to job turnover in the organization is the result of burnout, job dissatisfaction, low commitment, lack of social support available at work, and higher stress level amongst employees. The same study categorized the antecedents of intention to job turnover into three levels (1) demographic factors, (2) professional perceptions, and (3) organizational conditions. The demographic factors included personal and work-related factors, the professional perceptions including organizational commitment, and job satisfaction as a significant antecedent of intention to job turnover. Finally, the organizational conditions included HR practices, such as fairness with respect to compensation organizational culture.

14 Linking intention to job turnover only because of an interest in switching jobs or to avail oneself of another opportunity gives a limited view of the definition. The above definition in terms of South Asian culture, i.e., Pakistan, is limited in that employees (female) may think about leaving a job not necessarily to take another job (switching) or for another good opportunity, but to stay at home. For example, high job demand at work can make it difficult for a female employee to manage home care responsibilities and she will create a situation for her to leave the job and stay at home. Similarly, after marriage, female employees' home care demands or even increased child care responsibilities may put pressure on them to stay at home and cause an increase in intention to job turnover.

process of decision making to leave the job: 1) Job dissatisfaction motivates the employee to think about leaving the organization; 2) Thought about leaving the organization motivates the employee to think about searching for a new job; 3) The probability of finding an acceptable alternative job also increases his/her intention to search for the job; 4) Intention to search for the job factor leads towards the intention to quit the job; and 5) Intention to quit the job leads to turnover. [START_REF] Boamah | The influence of areas of work-life fit and work-life interference on burnout and turnover intentions among new graduate nurses[END_REF] have stressed that turnover intention is positively related to the actual turnover, which means the intention to leave the job is the representation for actual turnover. [START_REF] Deery | Revisiting talent management, work-life balance and retention strategies[END_REF] also share a similar understanding that it is worth focusing on turnover intention because before the actual turnover occurs, corrective actions can be taken to avoid it. Turnover research has also shown that employees' self-expressed intentions to leave their jobs are the best predictors of actual turnover [START_REF] Beecroft | Turnover intention in new graduate nurses: A multivariate analysis[END_REF]. However, researchers and practitioners are more interested in studying employee behavior for job turnover intention rather than turnover because, for employers, it is only possible to control the turnover if they take corrective measures at the stage when employees begin to think about switching their jobs.

The costs of intention to turnover

Technological advancement and increase in knowledge work require highly technical workers in a competitive market. This is why the attraction and retention of these highly trained employees are more critical today than ever before [START_REF] Holtom | 5 turnover and retention research: A glance at the past, a closer review of the present, and a venture into the future[END_REF]. This study area, i.e., turnover intention, has been widely studied by researchers in the past decades [START_REF] Kerdpitak | The effects of workplace stress, work-life balance on turnover intention: An empirical evidence from pharmaceutical industry in Thailand[END_REF]. Today, organizations critically analyze the issues that contribute to high turnover and that ultimately affect organizational objectives [START_REF] Imtiaz | Impact of stress on employee productivity, performance and turnover: An important managerial issue[END_REF]. Another reason for critically analyzing this issue is that the demand for technical labor is so high around the globe that it creates a shortage of quality labor in critical industries, which also emphasizes the importance of retaining the labor force in a competitive market [START_REF] Holtom | 5 turnover and retention research: A glance at the past, a closer review of the present, and a venture into the future[END_REF].

When an employee leaves an organization, it adds direct costs to the financial books, i.e., separation and new recruitment costs, loss incurred by employee training, and the new training costs of the incoming employee [START_REF] Boles | An investigation into the interrelationships of work-family conflict, family-work conflict and work satisfaction[END_REF][START_REF] Syed | Work-family conflict and turnover intentions: Moderated mediation model[END_REF]. There are also some indirect costs that organizations bear when a quality employee leaves the organization, i.e., it decreases the trust and morale of surviving employees as well as clients associated with the organization, resulting in a loss of production and quality [START_REF] Kerdpitak | The effects of workplace stress, work-life balance on turnover intention: An empirical evidence from pharmaceutical industry in Thailand[END_REF]. Because firms invest in employee overtime, turnover can diminish organizational performance and employee productivity. In addition, the indirect costs related to employee intention turnover are more problematic because determining the exact cost is difficult, i.e., It is difficult to quantify the loss of efficiency of employees before they leave the company, as well as the loss of productivity while a new employee learns the job completely [START_REF] Mor Barak | Antecedents to retention and turnover among child welfare, social work, and other human service employees: What can we learn from past research? A review and metanalysis[END_REF].

Intention to turnover as an outcome of work-life interference

High job demands, such as workload, number of hours worked, shift work, and over time, are associated with work-life interference and generate an imbalance between different life spheres [START_REF] Van Der Heijden | Work-home interference among nurses: Reciprocal relationships with job demands and health[END_REF]. A lack of balance between an employee's work and personal life is frequently linked to lower psychological and physical wellbeing, which can lead to unhappiness and negative health consequences, forcing him/her to reconsider their decision to stay on the job [START_REF] Grzywacz | Quantifying work-family conflict among registered nurses[END_REF]. A detailed study conducted by [START_REF] Boamah | The influence of areas of work-life fit and work-life interference on burnout and turnover intentions among new graduate nurses[END_REF], in which data was collected through a cross-sectional survey of 215 registered nurses working in hospitals in Ontario, examined the role of work-life interference amongst new nurses and intention to job turnover. The findings revealed a highly significant indirect association between work-life interference and intention to change jobs based on nurses' burnout experiences. The authors concluded that job turnover was a reoccurring issue that might be avoided by enhancing nurses'

working conditions and establishing a positive work atmosphere.

The literature shows mixed results, some positive, others negative when measuring the specific relation between different variables and employee intention to turnover; therefore, additional research is required in this area [START_REF] Mowday | The psychology of the withdrawal process: A cross-validation test of Mobley's intermediate linkages model of turnover in two samples[END_REF]. For example, according to Mor et al. ( 2001), the biggest determinants of intention to leave the job are organizational or job-based, rather than personal or related to work-family balance. However, previous studies support that work-life interference is a major antecedent of job dissatisfaction. For example, [START_REF] Munn | Factors affecting the professional well-being of child life specialists[END_REF] found a highly positive correlation between inter-role conflicts with the intention to job turnover. [START_REF] Syed | Work-family conflict and turnover intentions: Moderated mediation model[END_REF], conducted a study in Pakistan and collected primary data from 270 female doctors who were working in hospitals and found a positive link between work-life interference and female doctors' intentions to leave their employment, but stress did not play a role in mediating the association between work-life interference and intention to job turnover.

Although the findings of earlier studies show that work stress is a significant contributor to organizational issues, such as excessive turnover, the mixed results regarding the impact of worklife interference in different cultures create a gap in the research that can be filled by studying this link in different nations.

In our research, the basis of the study is role stress theory [START_REF] Kahn | Organizational stress: Studies in role conflict and ambiguity[END_REF]. As a result, we devised the following hypothesis to investigate the link between work-life interference and employee intention to leave their employment:

HYPOTHESIS 2: Work-life interference positively relates to employee intention to job turnover.

In conclusion, the extant literature shows that employee intention to job turnover is a twostep process that begins with the employee's desire to leave the job and, in the second step, the search for a new job. The significance of intention to job turnover is vital since it leads to actual turnover [START_REF] Boamah | The influence of areas of work-life fit and work-life interference on burnout and turnover intentions among new graduate nurses[END_REF]) that causes financial costs to organizations, as well as decreases the trust and morale of surviving employees [START_REF] Kerdpitak | The effects of workplace stress, work-life balance on turnover intention: An empirical evidence from pharmaceutical industry in Thailand[END_REF]. Hence, in this section, we delineated the relationship between work-life interference and intention to job turnover.

Conclusion

To deal with our research objective, i.e., to understand whether work-life interference influences the wellbeing of the employee at the workplace and his/her intention to leave the job, this chapter has put in perspective and defined the concepts of work-life interference and work-life balance and highlighted the debates about their consequences before formulating two hypotheses, which are the building blocks of this thesis.

To begin with, we included a literature review about the concept of 'work-life interference' (WLI), defining it as "Work-life interference is a form of inter-role conflict in which the demands of work and family roles are incompatible in some respect so that participation in one role makes it difficult for the individual to participate in the other roles". The chapter also defined some related phrases, i.e., work-life enrichment and work-life balance. Work-life balance (WLB) is an everemerging issue which has no clear definition in the literature. After a review of major definitions used in previous studies, we agree with [START_REF] Grzywacz | Conceptualizing work-family balance: Implications for practice and research[END_REF] definition of work-life balance as an individual's ability to fulfill socially negotiated role responsibilities at work and in the family, as well as the accomplishments of role-related expectations that are negotiated and shared between an individual and his/her role-related partners in the work and family domains.

The literature review also shows that the major challenge of work-life balance is the conflict between work-life and non-work life, as work-life interference has deteriorating effects on the individual as well as on society. To deal with this challenge, we choose to ground our research in Kahn et al.'s (1964) role stress theory. We also put in evidence the two main deteriorating effects of WLI, which are the building blocks of the formulation of two hypotheses:

Hypothesis 1 -WLI negatively relates to employee wellbeing in the workplace.

Hypothesis 2 -WLI positively relates to employee intention to job turnover.

Technological developments and long working hours make WLI a topic of interest in Pakistan nowadays. The country is characterized as a collective society where women are still considered responsible for home care, but due to high inflation rates, women also participate in the labor force to support their families, which also highlights the issue of WLI as a challenge for human resource management. In developing countries, organizations pay the high cost of employee bad-being and turnover, and even the mixed results amongst wellbeing and turnover intention motivate us to re-study this relationship.

We reviewed this literature to show how WLI makes the situation challenging for human resource professionals, and, in order to concentrate on the above, they divert their efforts to focus more on the work, family, and social issues of employees. Consequently, this chapter opens the door to new challenges faced by human resource management, i.e., what actions HR needs to take to achieve sustainable competitive advantage. The next chapter will be focused on HR practices, i.e., perceived high-performance human resource practices and family-friendly work practices. We will propose a literature review that addresses how these HR practices may influence employee wellbeing and their intention to job turnover through employee work-life interference. Taken together, chapter 1 and chapter 2 build a new theoretical approach, wherein we will examine how HR practices (i.e., HPHRP and FFWP) influence employee wellbeing and intention to turnover via work-life interference.

Introduction

In the previous chapter, we discussed the "balance between work and life spheres" and the costs involved due to interference between these two spheres. To continue our research objective in this chapter, we will discuss the effect of human resource practices (i.e., HPHRP and FFWP) on for both employees and employers or as buffers in the labor process, causing the bad-being of employees. Our intent is to explain the role of work-life interference as a mediating variable between perceived HPHRP, FFWP, and employee wellbeing in the workplace and turnover intentions. We further intend to review how employees perceive the support received in the workplace and non-workplace, i.e., the support received from the manager (MS) and support from family and friends (FFS), and how these supportive actions moderate the relation between highperformance human resource practices and work-life interference.

We have divided this chapter into four parts. In the first part, we define the theoretical framework, i.e., social exchange theory, conservation of resource theory, and job demand resource model, to explain how HR practices are perceived by employees. In the second part, we define family-friendly work practices and the outcomes expected from these practices. In the third part, we intend to define the myth of high-performance human resource practices and try to look inside of a black box. In part four, we intend to review the support received by employees, i.e., managers' support and the support received from family and friends. • High performance human resource practices, the myth and the black-box

2.4

• Moderators (manager support and family & friends support received by employees)

Theoretical framework

Loyalty capturing (reducing intention to turnover) and increasing the performance of hundreds of employees can be enormously difficult [START_REF] Skinner | Big hat, no cattle: Managing human resources[END_REF]. Therefore, organizations design human resource practices as a competitive advantage with the ultimate goal of increasing the performance of the employee. All such programs designed to elicit superior performance from employees, as well as from organizations, are called high-performance human resource practices [START_REF] Huselid | The impact of human resource management practices on turnover, productivity, and corporate financial performance[END_REF]. How employees perceive these practices and react is a myth and a black box. The theory supports that if employees perceive these practices as resources/good practices, then ultimately as social exchange behavior, they, in return, have a positive attitude towards the organization (Blau, 1964). Familyfriendly work practices are also implemented with the aim of helping employees achieve a balance between the different spheres. As the literature suggests, implementation of FFWP also increases organization performance [START_REF] Konrad | The impact of work-life programs on firm productivity[END_REF]; therefore, FFWP are also part of HPHRP.

The current chapter explains why we separate FFWP from HPHRP. However, prior to that, we discuss the theories that support our research model. A theory is a system consisting of constructs/variables, which are related to each other by propositions/hypotheses [START_REF] Bacharach | Organizational theories: Some criteria for evaluation[END_REF].

Researchers in the field of strategic human resource management implement theory to link HRM and its output to answer how and why they are linked [START_REF] Savaneviciene | The models exploring the "black box" between HRM and organizational performance[END_REF]. Good theory-building needs conceptualization and the integration of concepts into a logically coherent framework [START_REF] Bacharach | Organizational theories: Some criteria for evaluation[END_REF].

Social exchange theory

There is evidence that employers' concern with reducing employee work-life interference can have a positive impact on motivating, recruiting, and retaining employees [START_REF] Farivar | Work family online networking and family to-work conflict: friends or foes? Paper presented at the the 11th International Conference on Occupational Stress and Health[END_REF] and on employee attitudes, such as organizational commitment and job satisfaction [START_REF] Kim | Work-life balance and employees' performance: The mediating role of affective commitment[END_REF][START_REF] Shanafelt | Burnout and satisfaction with work-life balance among US physicians relative to the general US population[END_REF]. This positive impact on performance has been explained by the use of social exchange and gift exchange theories, where it is argued that employees respond to opportunities to tailor their working arrangements to fit their non-work lives with, for example, enhanced effort or commitment [START_REF] Kelliher | Doing more with less? Flexible working practices and the intensification of work[END_REF]. Likewise, gift exchange proposes that a "gift" of flexibility that manages the work-life interface above the market norm stimulates better performance [START_REF] Konrad | The impact of work-life programs on firm productivity[END_REF].

The extant literature has tended to fall into four main lines of inquiry. First, a body of research is concerned with individual outcomes of employees achieving (or otherwise) a satisfactory work-life balance. This work has mainly indicated the positive effects of work-life balance on individual wellbeing [START_REF] Lingard | The impact of job and organizational demands on marital or relationship satisfaction and conflict among Australian civil engineers[END_REF][START_REF] Lunau | A balancing act? Work-life balance, health and well-being in European welfare states[END_REF][START_REF] Mcginnity | Work-life balance, working conditions and the great recession[END_REF], resulting from a "buffering effect", which protects individuals from negative experiences in either domain and which may reduce stress caused by tension between roles. Second, considerable research has examined the outcomes of employer policies designed to help employees achieve a more satisfactory work-life balance, such as providing flexible work options [START_REF] Farivar | Work family online networking and family to-work conflict: friends or foes? Paper presented at the the 11th International Conference on Occupational Stress and Health[END_REF][START_REF] Lero | Assumptions, research gaps and emerging issues: Implications for research, policy and practice Handbook of Work-Family Integration[END_REF]. Indeed, helping employees achieve a satisfactory work-life balance has been advocated as good practice by many policy organizations (e.g., Chartered Institute of Personnel and Development, European Union, and International Labour Organisation).

The theory supports the relationship between high-performance human resources programs and work-life interference. Social exchange theory reflects individuals' reactions to what they receive from others [START_REF] Cropanzano | Social exchange theory: An interdisciplinary review[END_REF][START_REF] Gould-Williams | HR practices, organizational climate and employee outcomes: Evaluating social exchange relationships in local government[END_REF][START_REF] Gould-Williams | Using social exchange theory to predict the effects of HRM practice on employee outcomes: An analysis of public sector workers[END_REF]. Based on the social exchange theory, employees have a positive attitude and better moods because they assume that human resources practices support them, create a better working environment, and help them achieve their goals.

The conservation of resource theory

The conservation of resource theory (COR) [START_REF] Hobfoll | Conservation of resources: a new attempt at conceptualizing stress[END_REF] is widely used in the study of organizational stress and explains its relationship with work-life interference [START_REF] Neto | Work-family conflict and employee well-being over time: The loss spiral effect[END_REF].

According to [START_REF] Butts | How important are work-family support policies? A meta-analytic investigation of their effects on employee outcomes[END_REF], future research might draw from COR theory [START_REF] Hobfoll | Conservation of resources: a new attempt at conceptualizing stress[END_REF] to examine how employees perceive HR practices and their health outcomes relationship. It has been employed to explain the spiral effect of the relationship between work-family interference and job resources on the basis of the assumption that work-family interference evokes a situation of loss of resources, i.e., time and energy [START_REF] Demerouti | The loss spiral of work pressure, workhome interference and exhaustion: Reciprocal relations in a three-wave study[END_REF] that has negative spillover impact on employee wellbeing, which, in turn, results in the draining of resources for confronting the next threat or loss and consequently results in more inter role conflict.

The theory based on three points [START_REF] Nauman | Job insecurity and work-family conflict: A moderated mediation model of perceived organizational justice, emotional exhaustion and work withdrawal[END_REF] addresses the following:

i-Employees with more resources tend to gain more resources.

ii-Employees with fewer resources are more likely to experience resource losses.

iii-Employees with a lack of resources will set up defensive attempts to conserve their remaining resources.

Employees with high job demands are likely to pay physiological and psychological costs that could affect their ability to conserve their valuable resources at work.

More often, higher job demands are also associated with more work pressures, which may hamper normal functioning in different spheres of life. This could be a reason for a higher level of work-life interference and stress [START_REF] Hall | Job demands, work-family conflict, and emotional exhaustion in police officers: A longitudinal test of competing theories[END_REF]. With the help of this theory, we tried to explore how WLI and stress further result in a spiral effect.

Job demand resource model (Demerouti et al., 2001)

The organization provides resources to increase employee control over schedules and substantially reduce work-family conflict [START_REF] Chou | Family-friendly policies in the workplace and their effect on work-life conflicts in Hong Kong[END_REF]. The JDR model identifies two main job characteristics: job demands and job resources [START_REF] Häusser | Ten years on: A review of recent research on the Job Demand-Control (-Support) model and psychological wellbeing[END_REF]. According to [START_REF] Schaufeli | Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study[END_REF], job demands are the ''things that have to be done". Job demands are used in terms of workload, time pressure, physical and emotional demands [START_REF] Karasek | The Job Content Questionnaire (JCQ): An instrument for internationally comparative assessments of psychosocial job characteristics[END_REF], and job demands exhaust employees' mental and physical resources, i.e., time and energy, and cause inter-role conflict [START_REF] Greenhaus | Sources of conflict between work and family roles[END_REF] leading to a deterioration of their psychological or physiological health [START_REF] Patel | Applying the job demand-resource theoretical framework to better understand the stress inducing and reducing aspects of IT in jobs[END_REF]. Job demands are not always necessarily negative. They are only negative and cause work stress, depression, anxiety, and burnout when these high job demands require high physical and psychological effort associated with high costs [START_REF] Schaufeli | Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study[END_REF].

The second job characteristic, job resources, refers to those aspects of the job that help in achieving organizational goals and reducing high job demands and the associated physiological and psychological costs [START_REF] Bakker | The job demands-resources model: State of the art[END_REF]. According to [START_REF] Schaufeli | Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study[END_REF], more job resources in the workplace lead to more job engagement and only because of their intrinsic and extrinsic motivational role. Employees who process more resources are more able to cope with stress-like situations, and they probably experience fewer negative outcomes [START_REF] Hobfoll | Social and psychological resources and adaptation[END_REF]. [START_REF] Maslach | Maslach burnout inventory[END_REF] hypothesize that individuals expect more negative outcomes, i.e., bad-being, turnover, absenteeism, and less commitment to the organization if they perceive more workload, inter-role conflicts (job demands) and less social support and autonomy (job resources).

According to [START_REF] Butts | How important are work-family support policies? A meta-analytic investigation of their effects on employee outcomes[END_REF], future research might draw from the job demandsresources model [START_REF] Demerouti | The job demandsresources model of burnout[END_REF] to examine the relationship among HR practices, health outcomes, and work attitude.

The model hypothesizes that increased resources for workers reduce psychological strain and enable them to cope better with higher job demands. Working from home, flexible working hours, paid leaves on short notice, and good management practices, i.e., high-performance human resource practices, are useful resources for employees to manage their high job demands from work as well as from non-work life. So, we assume that such family-friendly work practices basically help the employee to control stress situations that occur due to high job demands at work.

Family-friendly work practices (FFWP)

Globalization, information technology, economic conditions, and family structure have amalgamated the boundaries between work and non-work spheres and caused inter-role conflicts [START_REF] Shah | Development of a bi-directional and multi-dimensional measure of work-life balance[END_REF]. This work-home interference affects employee wellbeing [START_REF] Van Der Heijden | Work-home interference among nurses: Reciprocal relationships with job demands and health[END_REF]. Such an environment brings several challenges to the human resource department in its goal for a sustainable competitive advantage [START_REF] Fareed | Human resource professionals' effectiveness, organizational culture and high performance work system link: Evidence from Pakistan[END_REF].

In this context, employers should take a proactive approach to cope with these challenges and implement various human resource practices, i.e., family-friendly work practices (FFWP), to help employees achieve a good balance between their work and family lives [START_REF] Benito-Osorio | The impact of family and work-life balance policies on the performance of Spanish listed companies[END_REF][START_REF] Vadivukkarasi | Relationship between bi-direction of work-family enrichment on work-family outcomes[END_REF]. According to [START_REF] Syed | Work-family conflict and turnover intentions: Moderated mediation model[END_REF], the previous studies suggest that family-friendly work practices significantly reduce job stress and turnover intentions among employees.

In this research, we focus on assessing how family-friendly work practices in the workplace can alleviate work-family conflict and how other human resource practices can act as remedies to reduce work-life interference. In our research, we have separated family-friendly work practices from high-performance human resource practices to emphasize the true impact of such practices on work-life interference.

In the first part, we gave a detailed discussion of family-friendly work practices. In the second part, we discuss why companies/organizations invest in family-friendly work practices. In the third section, we discuss the research gap and links between family-friendly work practices with work-life interference, employee wellbeing in the workplace, and employee intention to leave the job.

What are we talking about?

According to [START_REF] Lazar | The role of work-life balance practices in order to improve organizational performance[END_REF], programs and policies designed to help employees to balance as well as manage their work and non-work times are called family-friendly work policies.

Family-friendly work practices are provided by the employer to assist employees in balancing the demands of their work and family commitments [START_REF] Bagraim | Family-friendly human resource practices and organisational commitment[END_REF].

Some FFWP implemented by organizations are flexi-time, telecommuting, compressed workweeks, part-time work, and job sharing. According to Benito-Osorio et al. ( 2014), many organizations today, coping with the challenges of social, cultural, ethical, and political changes, implement programs that focus on corporate social responsibility (CSR). Within their CSR programs, firms also include family-friendly work practices with the idea that these help to encourage a good relationship between the organization and employees.

The provision of FFWP in any organization depends on different factors, i.e., the nature of the industry, size of the organization, the proportion of female workers in the organization, and the HR system [START_REF] Davis | Family-friendly organizations? Work and family programs in the 1990s[END_REF][START_REF] Ingram | Institutional and resource dependence determinants of responsiveness to work-family issues[END_REF], and the perception of senior management regarding FFWP [START_REF] Ngo | Family-friendly work practices, organizational climate, and firm performance: A study of multinational corporations in Hong Kong[END_REF]. Some work-family policies implemented by the organization include:

Flextime:

This policy allows workers to decide or be involved in deciding the starting and end times of their job, providing them with the ability to meet family or personal obligations [START_REF] Mcnall | Flexible work arrangements, job satisfaction, and turnover intentions: The mediating role of work-to-family enrichment[END_REF]. In such Flexi arrangements, the organization gives its employees the autonomy of flexible working hours. The employee must be present during a core period of the day, and the rest is flexitime. Organizations get more benefits from such arrangements by increasing the morale of employees, reducing the stress and turnover of the staff, and ultimately making an employee more efficient in the workplace. On the other side, employees also benefit from such arrangements as they get more control over their work and non-work roles and can adjust their day-to-day activities, which helps them reduce work-family conflicts [START_REF] Tariq | Work-life balance as a best practice model of human resource management: A win-win situational tool for the employees and organizations[END_REF].

Telecommuting:

Telecommuting is a type of Flexi place arrangement that allows workers to do at least some of their regular work from home instead of coming to the office. This program gives employees the opportunity to manage their working day around their personal and family needs and to work in a less stressful and disruptive environment. In the literature, we find mixed results of such arrangements in terms of relation to work-family interference. For instance, [START_REF] Irawanto | Work from home: Measuring satisfaction between work-life balance and work stress during the COVID-19 pandemic in Indonesia[END_REF] conducted a quantitative study on 472 workers who were forced to work from home all over Indonesia during the pandemic situation and found that working from home leads to a decreased level of job satisfaction and a significant and negative effect on work-life balance. Their conclusions suggested leaving work at the workplace. Similar results were also found in the study conducted by [START_REF] Hyman | Work-life imbalance in call centres and software development[END_REF], which concluded that working at home affected the health of employees, as well as fostered a level of stress and emotional exhaustion.

Compressed work weeks:

This is a program that allows the employee to work longer shifts in exchange for additional holidays (longer weekends allow "mini-vacations"). This program is an opportunity for employees who wish to reduce the number of days per week spent at work but who cannot financially afford to decrease their working hours. In compressed workweeks, employees complete their assigned jobs in fewer working days [START_REF] Tariq | Work-life balance as a best practice model of human resource management: A win-win situational tool for the employees and organizations[END_REF]. The main aim of the compressed workweeks arrangement is to create a flexible system in which employees have more time to pursue education, cope with eldercare, commuting, childcare, etc. The most popular types of compressed workweek arrangements are working for longer days per week instead of 5 regular days [START_REF] Mcnall | Flexible work arrangements, job satisfaction, and turnover intentions: The mediating role of work-to-family enrichment[END_REF].

Part-time work:

Part-time arrangements program is an opportunity for those workers who have important responsibilities at home, i.e., health problems with family members, or limited time, i.e., students.

This program is also an opportunity for mothers or fathers who have stayed at home to raise their children. From the employer's point of view, this program is an opportunity to maximize the use of human resources during peak periods.

Job sharing:

This program gives two or sometimes more employees the opportunity to jointly fill one full-time job, with responsibilities and working time shared. When one of the partners is on sick leave or on holiday, the other will fill in.

Paid leave on short notice:

Being at work when the employee needs to be at home with a sick child or spouse causes work stress. In such a situation, paid leave on short notice is a big relief for employees who have to manage their non-work activities [START_REF] Halpern | Psychology at the intersection of work and family: Recommendations for employers, working families, and policymakers[END_REF]. Employees are entitled to such leave if they need a day off at short notice due to child-care or parent care problems [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF]

Why do companies invest in FFWP?

Today, family-friendly work programs initiated by employers are considered important for balancing employees' work lives and social lives [START_REF] Parasuraman | Integrating work and family: Challenges and choices for a changing world[END_REF]. However, at the same time as implementing FFWP in organizations, employers expect less turnover, a decrease in absenteeism, high commitment from employees, and an increase in employee efficiency and organizational performance [START_REF] Frye | Family-friendly policies, supervisor support, work-family conflict, family-work conflict, and satisfaction: A test of a conceptual model[END_REF]. However, when we explored the research work in this area, we found the mixed results of FFWP reported regarding their effects.

Researchers have studied the relationships between FFWP and several important workrelated attitudes and behaviors. Some empirical studies have reported positive relationships [START_REF] Aryee | Family-responsive variables and retention-relevant outcomes among employed parents[END_REF]Halpern, 2005a). Other empirical studies and meta-analytic reviews have also reported modest to no relationships between work-family programs and employee attitudes and behaviors [START_REF] Preece | Family friendly firms: Does it pay to care?[END_REF].

Researchers such as [START_REF] Frye | Family-friendly policies, supervisor support, work-family conflict, family-work conflict, and satisfaction: A test of a conceptual model[END_REF] and [START_REF] Grandey | The conservation of resources model applied to work-family conflict and strain[END_REF] also have studied the impact of family-friendly work practices with the perception that these programs are expected to reduce work-family interference, increased job satisfaction, and individual and firm performance. Some scholars, e.g., Konrad and Managel (2000) and Perry- [START_REF] Perry-Smith | Work-family human resource bundles and perceived organizational performance[END_REF], have viewed that these FFWP have a positive impact on the productivity of the firm, which is why organizations introduce such programs. Another view is that, as the unemployment rate has fallen in the U.S. and the UK, organizations have become more focused on the quality of jobs rather than the number of jobs and have raised the issue of FFWP as the main agenda [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF].

This may be the reason that in developing countries, due to high rates of unemployment, these FFWP are less in practice.

In a research-based study, [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF] increase the loyalty of employees towards the organization and increase the opportunity cost for an employee to leave the firm. This pressure on the firm is called internal economic pressure.

The organization, which depends on a highly technical labor force, offers more FFWP to attract a well-trained labor force and retain it in the organization. This is called external economic pressure. Organizations also adopt FFWP due to legal obligations (coercive pressures), or sometimes human resource professionals encourage their organizations to adopt such programs as a part of corporate social reforms (normative pressure). Similarly, some organizations adopt these FFWP to copy prestigious organizations that implement such programs and have positive results

with productivity (mimetic pressures). These coercive, normative, and mimetic pressures that influence organizations to adopt the FFWP are called external institutional pressures.

Other scholars explain different demographic characteristics of organizations, which may be the reason they are forced to adopt FFWP. Hypotheses measured by different researchers with independent and dependent variables are mentioned below:

1-Organizations with more skilled workers offer more FFWP.

The research of [START_REF] Konrad | The impact of work-life programs on firm productivity[END_REF] supports this hypothesis, but Bloom et al.'s (2009) results deny this hypothesis.

2-Organizations with more female workers than males are likely to adopt more FFWP.

The research of Konrad and Managel (2000), Perry- [START_REF] Perry-Smith | Work-family human resource bundles and perceived organizational performance[END_REF], and Osterman (1995) support this hypothesis, but [START_REF] Ingram | Institutional and resource dependence determinants of responsiveness to work-family issues[END_REF] and [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF] results refute this hypothesis.

3-Organizations offer more FFWP when the ratio of female managers is higher compared to male managers.

The results of studies by [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF] and [START_REF] Ingram | Institutional and resource dependence determinants of responsiveness to work-family issues[END_REF] support this hypothesis.

4-In larger-size firms, the FFWP are more significant to firm performance compared to small ones.

The results of research by Perry- [START_REF] Perry-Smith | Work-family human resource bundles and perceived organizational performance[END_REF] and [START_REF] Ingram | Institutional and resource dependence determinants of responsiveness to work-family issues[END_REF] do not support this hypothesis. However, according to Yamamoto and Matsura (2014), there is a positive relationship between productivity and WLB practices in large-sized manufacturing firms employing more than 300 workers.

5-In older firms, the FFWP are positively significant to firm performance compared to younger firms. The results of research by Perry- [START_REF] Perry-Smith | Work-family human resource bundles and perceived organizational performance[END_REF] do not support the above results.

6-Public sector organizations are more inclined to adopt the FFWP than single-owned businesses. The results of [START_REF] Ingram | Institutional and resource dependence determinants of responsiveness to work-family issues[END_REF] support this hypothesis. [START_REF] Bloom | Are family-friendly workplace practices a valuable firm resource[END_REF] describe three main reasons that some organizations offer FFWP. i) -Good management practices and family-friendly work programs are positively related, and FFWP have a positive impact on the productivity of those firms where good management practices are followed. This is why firms with good management practices offer more FFWP.

ii) -Organizations that employ more technical jobs/skilled workers, as well as have good management practices, offer more FFWP. iii) Organizations that employ more female managers, as well as have good management practices, also offer more FFWP.

Why don't all organizations offer FFWP?

Employees are entitled to FFWP, but, actually, not all employees use these programs to keep their work and lives in balance. Thus, the impact of FFWP cannot be reflected in the productivity of the firm, or the productivity remains the same because the other variables are taken as constant. In a survey of 732 medium-sized manufacturing firms in the U.S., France, Germany, and the UK, it was found that firms in the United States of America have a high score in good management practices, but the worst score in FFWP and French firms have a high score in FFWP and low score in good management practices [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF] These results contradict the first conclusion mentioned above that organizations with good management practices offer more family-friendly work programs.

International comparisons of within-country firms have very opposite results, thereby opening the door for further research for researchers [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF]. Furthermore, U.S. firms, when they open their offices in Europe, adopt the European FFWP and bring over their best management practices. This begs the question, and is a potential subject for researchers, why do these firms not offer the same FFWP in their parent offices in the US [START_REF] Bloom | Are family-friendly workplace practices a valuable firm resource[END_REF]. So, in our study, we separate family-friendly work practices from high-performance human resource practices to see whether the consequences of these practices are the same or different in the case of various employee outcomes.

According to Ollier-Malaterre and Andrade ( 2016), the impact of family-friendly work programs is not reflected in productivity because of the following reasons: i) family-friendly work programs are available but not utilized by employees, ii) the impact of family-friendly work programs is offset due to unfavorable tradeoffs, iii) cost-benefit analysis is not clear.

1) -FFWP offered by the firm but not utilized by the employee:

The first assumption is that employees' work and life are in balance, and there is no workfamily conflict and family-to-work conflict in their lives. Thus, they do not use FFWP, and the impact on productivity is zero.

The second assumption is that family-friendly work programs are available, but employees do not have information about such programs or do not have access to such programs. Thus, the impact is not reflected in productivity. Ollier-Malaterre and Andrade found that 41% of employees in the first multinational firm and 39% in the second never had access to the family-friendly work programs and, simultaneously, that 53% and 57% of employees in both firms, respectively, were not aware of all the family-friendly work programs offered by the company. So, under such conditions, it is difficult for researchers to ascertain the real impact of FFWP on the wellbeing or performance of employees, as well as on the productivity of the firm.

Third, according to [START_REF] Nord | Real-world reactions to work-life balance programs: Lessons for effective implementation[END_REF] and [START_REF] Beauregard | Making the link between work-life balance practices and organizational performance[END_REF], many employees are hesitant to use FFWP because they think that if they benefit from FFWP, then they will be perceived to be non-committed to the organization, which will be harmful to their career growth. In such a case, the norms and values of the organization do not favor the use of FFWP. According to [START_REF] Lewis | Family friendly'employment policies: A route to changing organizational culture or playing about at the margins? Gender[END_REF], employees who work for long hours are considered more productive and committed to the organization compared to those who do not work extra hours. In such cases, the FFWP offered by the firms cannot help reduce the level of work-family conflict and neither influence the productivity of the firm because the impact of FFWP can only be visible if employees use such programs. So even if organizations offer more FFWP, employees may hesitate to take advantage of these friendly HR practices. Due to this, the impact of such programs cannot be reflected in organizational performance or productivity. If employees do not use the family-friendly programs, then they make adjustments and compromises in their family lives, called family tradeoffs. The compensation model will also support the employee in this case.

The fourth assumption is employees resolve their work-family conflict through their own resources. Work-life balance is not the division of equal time between work and family, according to [START_REF] Clark | Work/family border theory: A new theory of work/family balance[END_REF]. Work-life balance is defined as "satisfaction and good functioning at work and at home, with a minimum of role conflict". The accepted principle is that FFWP helps to balance these two spheres of life. But in countries where the poverty level and rate of inflation are high, the major cause behind WFC is financial problems/low salary, not long working hours. In such cases, high salaries offered by firms and more overtime pay (for longer work hours) can help to balance work and life and minimize family conflicts, i.e., employees can afford to pay for child daycare. In such cases, employees will not use FFWP to resolve family conflicts. Instead, they will choose to work longer hours.

Similarly, many organizations as part of FFWP provide child care facilities near the office areas to support working mothers and to boost their commitment to the organization, but some societies are collectivist in nature, and mothers prefer to leave their children at home with grandparents based on the combined family system. In such societies, this form of FFWP may not be very attractive and thus will not add to the productivity of the firm.

2) -FFWP can be utilized by employees, but the impact may be offset because of unfavorable trade-offs:

Different unfavorable tradeoffs are also very important to study because they offset the impact of FFWP on firm productivity, i.e., if a female employee avails herself of maternity leave of three months, but her annual sales targets are the same as other employees, then the unrealistic target may cause hindrance in career growth or a reason for less year-end performance bonus. In this case, the results offset the positive impact of FFWP (maternity leave).

3) -Cost-benefit analysis is difficult:

Although different research studies, i.e., [START_REF] Zedeck | Work in the family and employing organization[END_REF], conclude that a decline in absenteeism and reduction in turnover are some benefits seen in organizations that implement family-friendly work practices, the direct cost and benefits of programs may not be readily apparent. It is easier to assess profits from new equipment installed than to measure the gain (in terms of finance) from the work-family programs implemented, i.e., programs that allow the mother to stay at home with a sick child, take maternity leave, or work from home. The bottom line is that some employers do not offer FFWP in their organizations because they are unsure about the benefits of these practices with respect to productivity, retention, and morale [START_REF] Chou | Family-friendly policies in the workplace and their effect on work-life conflicts in Hong Kong[END_REF].

There have been some inconsistent findings on the effects of formal policies, such as onsite childcare [START_REF] Berg | Balancing work and family: The role of high-commitment environments[END_REF]. Some studies have identified that the use of resources, such as on-site childcare, have increased perceived work-family balance [START_REF] Ezra | Balancing work and family responsibilities: Flextime and child care in the federal government[END_REF] and job satisfaction (Salzstein et al., 2001). The positive findings on family-friendly policies from these studies have served as catalysts to initiate visible policies, such as workplace childcare centers in individual companies. However, some researchers, i.e., [START_REF] Jacobs | Understanding changes in American working time: A synthesis. Fighting for time: Shifting boundaries of work and social life[END_REF] and [START_REF] Runté | Paying the toll: A feminist post-structural critique of the discourse bridging work and family[END_REF], have expressed concerns about formal policies, such as on-site child daycare support, because they see them as likely to be adopted by employers to maximize productivity while, in fact, they may reinforce the integration of the domains of work and family. [START_REF] Bruegel | Mens' conditions of employment and the division of childcare between parents[END_REF] point out that family-friendly policies are expected to loosen the constraints on further involvement with their children's care. Another study by [START_REF] Mennino | Home-to-job and job-to-home spillover: The impact of company policies and workplace culture[END_REF] studied wage and salaried workers (N = 2,877), using the 1997 National Study of Changing Workforce (NSCW), and found that the availability of company policies, such as dependent care benefits and flextime, were less effective in reducing negative spillover than improvements in the atmosphere of the workplace.

Similarly, [START_REF] Berg | Balancing work and family: The role of high-commitment environments[END_REF], found that such formal policies were less effective than employee participation and workplace atmosphere in increasing employees' perceptions that the company helped them balance their work and family responsibilities.

FFWP: Still a hot debate

The importance of family-friendly work practices and their impact on our society can be shown in the policy statements issued by the heads of states from time to time. Some of them are quoted here:

In 2014, Ex-President USA Barack Obama, in his first White House Summit on working families, stated that "Family leave, childcare, flexibility and a decent wage aren't frills. They are basic needs. They should not be bonuses -they should be the bottom line".

In 2005, Ex-PM UK Tony Blair gave a statement on BBC Radio 4's Woman's Hour that "the future is one in which it is incredibly difficult for people to juggle work and family life ... we need to be extending the ability of people to get help with that situation, both in respect of childcare and in respect of extending maternity pay and maternity leave."

In 2016, Myriam El Khomri, the French Minister of Labour, while discussing the need for laws regarding work-life balance, stated that "the boundary between professional and personal life has become tenuous". As of January 1, 2017, France has enacted a law that gives its workers a legal right to ignore emails and digital correspondence from coworkers and bosses when out of the office.

In Japan, long working hours, arduous over time, and few holidays have given rise to "karoshi," the term for death by overwork and are believed to be a significant factor behind Japan's declining birth rate. Tokyo's Governor Yuriko Koike has ordered municipal employees to finish work by 8 pm and that anyone still at their desks will be subjected to "strict monitoring" by overtime prevention teams (The Telegraph News, September 16, 2016). 15 Below are statistics that show how it becomes difficult to maintain a work-life balance in the absence of family-friendly work practices:

1-60% of working adults in the U.S. report difficulty balancing work and family [START_REF] Keene | Predictors of perceived work-family balance: Gender difference or gender similarity?[END_REF]).

2-According to Garner ( 2016), in a survey of 2000 women (a project of ILO) 16 in the UK, the following findings were found:

a-18% of working mothers have been forced to leave their jobs because a flexible working request has been turned down.

b-60% of women said they changed jobs after maternity leave.

c-38% pay no childcare costs, as they use family/friends to cover pick-ups or work schoolfriendly hours.

d-46% use grandparents to reduce childcare costs.

3-A report published on July 24, 2015, by the Equality and Human Rights Commission, after a survey done 17 in the UK, found that around 54,000 new mothers were forced out of their jobs in Britain each year. The results of the survey also revealed that of the mothers who were allowed to work flexibly amongst them, 50% reported negative consequences, such as receiving fewer opportunities at work or feeling that their opinion was less valued. shows that all organizations are not implementing such practices in their workplace and that some employees are reluctant to utilize such programs.

FFWP: What outcome is expected? A gap in research?

According to [START_REF] Lazar | The role of work-life balance practices in order to improve organizational performance[END_REF], reduction in absenteeism, reduction in staff turnover, improvement in productivity, increase in employee loyalty and commitment, and improvement in organization image are some benefits to those organizations that implement family-friendly work practices. Those organizations that offer FFWP can expect more productivity and commitment from employees and have an edge in attracting quality employees [START_REF] Halpern | Psychology at the intersection of work and family: Recommendations for employers, working families, and policymakers[END_REF]. This idea is consistent with social exchange theory [START_REF] Homans | Social behavior as exchange[END_REF]. The theory proposes that social behavior is the result of an exchange process, i.e., the "gift" of flexibility to manage the work-life interface above the market norm results in better performance [START_REF] Konrad | The impact of work-life programs on firm productivity[END_REF]. The awardwinning companies offering FFWP to their employees provide higher returns on investment than other industry-matched companies [START_REF] Cascio | Work-family balance: Does the market reward firms that respect it. From work-family balance to work-family interaction: Changing the metaphor[END_REF].

However, on the other side, [START_REF] Bloom | Are family-friendly workplace practices a valuable firm resource[END_REF] raise the question that if the output of FFWP is so beneficial for employers as well as for employees, and if these FFWP have a significant impact on productivity, then why do not all organizations offer such programs to their employees? After many decades of research, the relationship between FFWP and the performance of the organization is still not clear [START_REF] Ngo | Family-friendly work practices, organizational climate, and firm performance: A study of multinational corporations in Hong Kong[END_REF].

In a research-based study by [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF], the data collected from 732 manufacturing firms in the U.S., UK, France, and Germany offers a very different and newer perspective: that FFWP have no direct and indirect impacts on the profitability of organizations but offer these programs only as corporate social responsibility. [START_REF] Mcwilliams | Corporate social responsibility and financial performance: correlation or misspecification?[END_REF] define corporate social responsibility as all actions of organizations that contribute towards social welfare beyond the perspective of what is required for profit maximization. This view is supported by signaling theory (Spence, 1973), that posits that employees respond positively to signals that their employer is concerned about them, leading to the greater organizational attachment. The signaling theory has been used to argue that employees respond positively to signals that their employer is concerned about their work-life balance, leading to greater organizational attachment [START_REF] Casper | Work-life benefits and organizational attachment: Selfinterest utility and signaling theory models[END_REF].

Furthermore, based on notions of the psychological contract, flexibility and ideals negotiated in pursuit of work-life balance are seen to create mutual benefit [START_REF] Rousseau | I-deals: Idiosyncratic terms in employment relationships[END_REF].

The results of [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF] study lays a base for the emergence of the second school of thought that states that FFWP have no significant relation with a high proportion of the female workforce and no positive correlation with firm productivity.

A study by [START_REF] Chou | Family-friendly policies in the workplace and their effect on work-life conflicts in Hong Kong[END_REF] in Hong Kong analyzed the bundle of nine FFWP and reported that of the nine, only three friendly HR practices, namely "availability of flexible work time", "a five-day workweek", and "career breaks" were significantly and negatively related to work-life interference. Therefore, the availability of all family-friendly work practices might not all necessarily have the same desired outcome.

We examine the effects of FFWP on employee outcomes in order to address the call by [START_REF] Bloom | Are family-friendly workplace practices a valuable firm resource[END_REF] for the need to investigate the role of FFWP and whether it has positive consequences on employee work-related outcomes. Accordingly, to study the detailed implications of family-friendly work practices, we base our work on theories that define the relation of familyfriendly work practices, i.e., the job demand resource model, conservation of resource theory, and social exchange theory, discussed in section 2.1.

FFWP: A remedy for work-life interference

The availability of FFWP alone has only a small impact on reducing employee perception of work-life interference [START_REF] Allen | Family-supportive work environments: The role of organizational perceptions[END_REF]. In a study, [START_REF] Frye | Family-friendly policies, supervisor support, work-family conflict, family-work conflict, and satisfaction: A test of a conceptual model[END_REF] found that familyfriendly policies were predictive of less work-family interference. However, mixed results of FFWP and WLI suggested that such programs designed to help keep employees lives in balance do not necessarily reduce work-family interference [START_REF] Wang | Implementing family-friendly employment practices in banking industry: Evidences from some African and Asian countries[END_REF].

In this research study, our basic hypothesis is that "family-friendly work practices"

reduce "work-life interference" by increasing employee resources at the workplace to meet the work demands. Such arrangements are also expected to reduce work pressures by easing time pressures generally. The practices we considered are flextime or flexible working hours, compressed workweeks, i.e., employees often work more hours per day but fewer days per week [START_REF] Mcnall | Flexible work arrangements, job satisfaction, and turnover intentions: The mediating role of work-to-family enrichment[END_REF], and paid leaves on short notice. We expected that, by easing time pressures, flexible working times would reduce work pressures. The rationale for focusing on flexible work hours is that flextime may be more effective than flex-place (i.e., working from home) [START_REF] Byron | A meta-analytic review of work-family conflict and its antecedents[END_REF][START_REF] Shockley | When flexibility helps: Another look at the availability of flexible work arrangements and work-family conflict[END_REF].

Working from home (taking work home) sometimes has a negative impact and increases work-life interference, so it has been suggested that work should be left at the workplace [START_REF] Hyman | Work-life imbalance in call centres and software development[END_REF]. But, on the other hand, in another study by [START_REF] Glass | The family responsive workplace[END_REF], evidence from the U.S. suggests that flexible working hours reduce work-family interference. Therefore, according to the literature review, there are two schools of thought on this issue mentioned above.

There A simple definition of work-life interference from the literature is when it becomes difficult to meet the requirements of one sphere of life due to high demands from another sphere of life; the result is high stress which affects the health of employees [START_REF] Kahn | Organizational stress: Studies in role conflict and ambiguity[END_REF]. So, in the next step, we identify whether FFWP helps to reduce this stress and improves wellbeing in the workplace.

FFWP supports employee wellbeing in the workplace

Mixed results of the relationship between FFWP and WLI may point to the existence of some unidentifiable variables that need to be studied to better understand the relationships between FFWP and different work-related outcomes, i.e., employee wellbeing in the workplace [START_REF] Wang | Implementing family-friendly employment practices in banking industry: Evidences from some African and Asian countries[END_REF].

Being at work when the employee needs to be at home with a sick child or spouse causes work stress. Therefore, in such a situation, if paid leaves are given to employees on short notice, this can help avoid stress and positively impact their wellbeing in the workplace.

Family-friendly work practices, i.e., flexible work practices, compressed weeks, and paid availability of paid leave in emergencies, tend to reduce stress for all employees [START_REF] Clark | Work cultures and work/family balance[END_REF]. This idea is consistent with the role stress theory [START_REF] Kahn | Organizational stress: Studies in role conflict and ambiguity[END_REF] that defines the relationship between work-life interference and stress. We expect that offering more family-friendly work practices works as supportive resources and helps to reduce work stress due to high job demand.

Hypothesis 4: Family-friendly work practices positively relate to employee wellbeing in the workplace.

If poor conditions in an organization cause bad-being in employees, then the most immediate effect of poor health will be the employee's desire to find a new job. This can lead to employees beginning to search for new jobs in other organizations. Organizations can expect that, when offering FFWP, they will help employees maintain good wellbeing in the workplace and ultimately retain their employees in the organization to reduce job turnover.

FFWP and employee intention to job turnover

According to Chou and Cheung (2013), more and better intervention studies are needed to demonstrate how family-friendly policies can reduce turnover. Social exchange and gift exchange theories reflect the reaction of individuals to what they receive from others [START_REF] Cropanzano | Social exchange theory: An interdisciplinary review[END_REF]. Based on the social exchange theory, employees have a positive attitude and better moods because they assume that human resource practices support them, create a better working environment, and help them achieve their goals. The availability of family-friendly work practices gives a sense of organizational support to employees and raises their commitment and motivation to the firm, tying them to the organization for the long term. Our hypothesis is built on this theory, and we expect to find a negative relation between the availability of family-friendly work practices and intention to job turnover.

Hypothesis 5: Family-friendly work practices negatively relate to employee intention to job turnover.

FFWP and role of WLI as mediators

The job demand resource model, in particular, in relation to work-family interference, is often conceptualized as a mediator between work stressors and strain [START_REF] Butler | Extending the demandscontrol model: A daily diary study of job characteristics, work-family conflict and workfamily facilitation[END_REF].

According to [START_REF] Chou | Family-friendly policies in the workplace and their effect on work-life conflicts in Hong Kong[END_REF], many researchers have studied family-friendly work practices because such practices help employees recover from health issues and reduce stress resulting from inter-role conflicts. Therefore, researchers consider work-life interference as a mediator between family-friendly work practices and desirable outcomes (good-being, employee retention) [START_REF] Hammer | Work-family conflict and work-related withdrawal behaviors[END_REF][START_REF] Frye | Family-friendly policies, supervisor support, work-family conflict, family-work conflict, and satisfaction: A test of a conceptual model[END_REF]. On the basis of the literature reviewed above, we propose the following hypotheses To conclude, it is argued in the literature that offering FFWP as part of corporate social responsibility in an organization in an effort to retain good employees and reward hard-working employees is still highly debatable. The literature also suggests that organizations must design and implement benefits, practices, and policies to help their employees reduce work-life interference.

However, organizations can only get the desired results from FFWP if these programs are supported by workplace culture and by revisiting the current work processes, systems, structures, and practices which lead to unnecessary stress and workload [START_REF] Thompson | Work-family culture: Key to reducing workforce-workplace mismatch[END_REF]. According to [START_REF] Chou | Family-friendly policies in the workplace and their effect on work-life conflicts in Hong Kong[END_REF], family-friendly work practices may not be helpful if they are not linked to other human resource policies, such as core work hours, job security, and pay & promotion, or, specifically, high-performance human resource practices (HPHRP). Otherwise, these FFWP may either be underutilized or result in a negative consequence for their users.

Perceived high-performance human resource practices (HPHRP)

Since the mid-90s, the literature has focused on establishing human resource management (HRM) perspectives leading to improved organizational performance. In the field of strategic human resources management it is still a topic of active research [START_REF] Han | Do high performance work systems generate negative effects? How and when? Human resource management review[END_REF]. The term highperformance human resource practices (HPHRP) constitutes a claim that there exists a system of work practices that leads in some way to superior organizational performance [START_REF] Boxall | High-involvement work processes and systems: A review of theory, distribution, outcomes, and tensions[END_REF].

The role of high-performance human resource practices (HPHRP) is acknowledged by contemporary research for achieving and sustaining the competitive advantage of organizations [START_REF] Albrecht | Employee engagement, human resource management practices and competitive advantage[END_REF]

What are we talking about?

Human resource management (HRM) systems have different labels for these practices, i.e., High-Performance Work Systems (HPWS) [START_REF] Han | Do high performance work systems generate negative effects? How and when?[END_REF], High Involvement Work Practices [START_REF] Lawler | High-involvement management. participative strategies for improving organizational performance[END_REF][START_REF] Macky | High-involvement work processes, work intensification and employee well-being: A study of New Zealand worker experiences[END_REF]), and High Commitment Work Practices [START_REF] Agarwala | Innovative human resource practices and organizational commitment: An empirical investigation[END_REF][START_REF] Wood | Can we speak of a high commitment management on the shop floor[END_REF]Xiao & Bjorkman, 2006). Several researchers have used these conceptualizations interchangeably [START_REF] Wood | High commitment management in the UK: Evidence from the workplace industrial relations survey, and employers' manpower and skills practices survey[END_REF][START_REF] Zacharatos | High-performance work systems and occupational safety[END_REF], but based on Bryson et al. (2005) arguments, "High involvement and High commitment are less loaded terms than the notion of high-performance human resource practices (HPHRP)"19 . According to [START_REF] Boxall | Research and theory on high-performance work systems: progressing the high-involvement stream[END_REF], these are companion terminologies as commitment and involvement are directly linked to the performance of the employee in the organization. High commitment is achieved through policies, i.e., improved merit system, trust development, and creating a sense of security in the organization, while high involvement is achieved through redesigning the job, i.e., through empowerment and participation in decision making. The organizations that implement highperformance human resource practices (HPHRP) benefit from more productivity by enhancing the skills of their employees, increasing their motivation, and raising their participation in decision-making [START_REF] Appelbaum | Manufacturing advantage: Why high-performance work systems pay off[END_REF], and such practices provide those firms with a competitive advantage. Many employers remain reluctant to adopt high-performance human resource practices (HPHRP) in their organization for reasons that may include institutional resistance to change, threats from the environment, and the lack of a clear and coherent taxonomy that identifies the range of available practices and their relationship to performance outcomes [START_REF] Posthuma | A high performance work practices taxonomy: Integrating the literature and directing future research[END_REF].

2.3.1.1

What are HPHRP? [START_REF] Huselid | The impact of human resource management practices on turnover, productivity, and corporate financial performance[END_REF] defines HPHRP as a collection of individual, interrelated HR practices that increase the performance of employees and organizations by means of improving the competence, attitudes, and the motivation of the workforce and contribute to the competitive advantage of organizations.

Those practices include comprehensive employee recruitment and selection procedures, incentive compensation and performance management systems, and extensive employee involvement and training.

High-performance human resource practices are bundles of programs that enhance "AMO", i.e., i-employee ability, ii-motivation, and iii-opportunities 20 (Applebaum et al., 2000). [START_REF] Cooke | Human resource strategy to improve organizational performance: a route for firms in Britain?[END_REF] defined HPHRP as a bundle of key HR techniques essential for high performance to take place. These systems include practices such as incentive compensation, high levels of training, employee participation, rigorous selection procedures, promotion from within, flexible work arrangements, stability in employment, and information sharing. Similarly, [START_REF] Way | High performance work systems and intermediate indicators of firm performance within the US small business sector[END_REF] defined HPHRP as a set of interrelated practices which together select, develop, and motivate workers with higher skills. Moreover, motivated workers apply these skills to work, leading to better performance and consequently improving the performance of the whole workforce of the company.

He concluded that 'HRM practices to be included as HPHRP must be linked to selecting, developing, retaining, and/or motivating (gaining access to) a workforce that produces superior employee output".

Evan and [START_REF] Evans | High-performance work systems and organizational performance: The mediating role of internal social structure[END_REF] define HPHRP 'as an integrated system of HR practices that is In this current dissertation, we consider [START_REF] Huselid | The impact of human resource management practices on turnover, productivity, and corporate financial performance[END_REF] definition of HPHRP for the following reasons. First, Huselid considers HR practices to be a collection of an individual but interrelated HR practices. Second, he focuses on how these practices affect employee attitudes and behaviors (in our case, work-life interference, work-life balance, and turnover intentions).

Looking into the black box: The myth about HPHRP

According to [START_REF] Savaneviciene | The models exploring the "black box" between HRM and organizational performance[END_REF], the "black box" in human resource management refers to the unanswered issues in the HRM-performance field. The black box refers to unclear processes that occur when inputs are converted into useful output [START_REF] Purcell | Understanding the people and performance link: Unlocking the black box[END_REF]. A black box is a mysterious relationship with no explanation of how inputs are translated into outputs and what goes on in between [START_REF] Fleetwood | Theorising under-theorisation in research on the HRMperformance link[END_REF]. Although these practices are called high-performance human resource practices because of their link between HR practices and performance, the great dilemma is that there is still little knowledge available about how the mechanism of high-performance human resource practices works, and this is due to the lack of understanding of mediating variables and their effect. This gap is referred to as the black box [START_REF] Mihail | The effects of high-performance work systems on hospital employees' work-related well-being: Evidence from Greece[END_REF][START_REF] Savaneviciene | The models exploring the "black box" between HRM and organizational performance[END_REF]. Table 2.1 demonstrates the overview of researchers who argue that HPHRP are still a black box.

The most important part of the debate related to HPHRP is its linkage with performance; some researchers state that there is a direct relationship between HR practices and performance [START_REF] Schuler | Linking competitive strategies with human resource management practices[END_REF], and others are more focused on the indirect relationship between HR practices and performance link [START_REF] Wright | Theoretical and empirical challenges in studying: the HR practice-firm performance relationship[END_REF]. So, in relation to the second research path, it is important to open the black box to identify the mechanism of how HPHRP work with mediating variables. The issue pertaining to the mechanism linking HPWS to the attitudinal and behavioral outcomes of employees still remains unresolved. [START_REF] Takeuchi | An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations[END_REF] When specifically discussing HPWS, the mechanisms by which HR practices operate are less clear.

(Úbeda-García et al.,

2018)

It is necessary to incorporate additional intermediate variables to improve our understanding of the processes through which HPWSs influence an organization's results. [START_REF] Sun | High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective[END_REF] In spite of the documented relationship between high-performance human resource practices and organizational performance, the mechanism underlying this relationship remains a black box. [START_REF] Guest | Human resource management and performance: still searching for some answers[END_REF] Although significant progress is evident, the how and why human resource practices influence outcomes still remains elusive. [START_REF] Purcell | Understanding the people and performance link: Unlocking the black box[END_REF] 'How' and 'why' questions regarding HR practices' impacts on performance is a black box problem.

Note:

The table is designed by the author.

Many studies have concluded that high-performance human resource practices improve the value, uniqueness, and inimitability of employees' knowledge and ability [START_REF] Lawler | High-involvement management. participative strategies for improving organizational performance[END_REF], which ultimately results in employee positive behavior and improved organizational performance [START_REF] Huselid | The impact of human resource management practices on turnover, productivity, and corporate financial performance[END_REF][START_REF] Pak | Team manager's implementation, high performance work systems intensity, and performance: a multilevel investigation[END_REF]. Some researchers have doubts regarding theoretical explanations for the positive effects of high-performance human resource practices, as well as the consistency of their outcomes, i.e., the disagreement on which practices to include in the bundle of practices called HPHRP and the negative spillover of these practices on employees' lives (Carvalho & Chambel, 2016a;[START_REF] Han | Do high performance work systems generate negative effects? How and when?[END_REF]. Critical scholars, for example, [START_REF] Armstrong | A handbook of human resource management practice[END_REF], argue that high-performance work systems are little more than a "wolf in sheep's clothing, and these practices implement as a form of covert exploitation, designed for greater levels of participation and effort from employees". A similar viewpoint by [START_REF] Harley | The myth of empowerment: work organisation, hierarchy and employee autonomy in contemporary Australian workplaces[END_REF] is that such practices (HPHRP) are only "window dressing" with no significant positive and negative spillover effects. Different studies using different sets of data in a different context support one perspective or another, so there is a need for more research work to unlock the mechanism of how high-performance human resource practices work and to answer the questions of how and why related to these practices.

What constitutes high-performance human resource practices?

High-performance human resource practices are mainly bundles of human resource practices with the assumption that these practices create positive spillover effects if matched with organizational strategies and objectives. However, what practices are included in that bundle is still an unresolved question, and researchers still disagree on what HPHRP consist of [START_REF] Han | Do high performance work systems generate negative effects? How and when?[END_REF][START_REF] Posthuma | A high performance work practices taxonomy: Integrating the literature and directing future research[END_REF]. Which practices included in a basket of high-performance human resource practices are questionable? [START_REF] Becker | High-performance work systems and firm performance: A synthesis of research and managerial implications[END_REF][START_REF] Huselid | The impact of human resource management practices on turnover, productivity, and corporate financial performance[END_REF] Although specific HR practices together form high-performance HR systems, these bundles vary across studies. [START_REF] Combs | How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance[END_REF] found that high-performance human resource practices have stronger performance effects than individual HR practices. Therefore, we examine a bundle of such HR practices, which are considered to result in increased performance, as wellbeing in high demand.

According to [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF], there are three dimensions of high-performance human resource practices: i) Appraisal based practices, ii) Group-working practices, and iii) performancerelated pay practices.

Appraisal-based practices are often represented in human resource management as relating to personal development and motivation. These HR practices establish whether the individual takes part in an appraisal system; the surveys ask whether appraisals help to plan training; whether appraisals affect promotion; whether appraisals affect pay; and whether appraisals influence how hard the individual works.

Group-working practices are here represented by four items: whether or not the individual works in a group; whether co-workers influence how hard the individual works; whether the person takes part in a work improvement group or quality circle; and whether pay depends in part on the performance of the workgroup.

Performance-related pay (PRP).

Other items representing this element are whether part of the salary depends on the individual's own performance; whether part of the pay depends upon the performance of the workplace or organization; whether the organization has a profit-sharing or share scheme; whether pay incentives influence how hard the individual works; and whether pay increases are given to those people who work hard and performed well ('merit pay).

HPHRP v/s family-friendly work practices (FFWP)

The most focused point today of every organization is to generate more and more revenue; they need a competitive and dedicated labor force to achieve the set goals that meet the challenges of the 21 st century and, for this, they need to align their human resource practices with the strategic targets and higher performance [START_REF] Tariq | Work-life balance as a best practice model of human resource management: A win-win situational tool for the employees and organizations[END_REF].

A meta-analysis study findings reveal that family-friendly work practices are important for the organization, as well as for its employees. It helps the organization to improve its productivity, competitiveness, efficiency, and morale and hence gain a competitive edge. For employees, it helps for work and life balance, increases commitment, involvement, and their performance at work [START_REF] Tariq | Work-life balance as a best practice model of human resource management: A win-win situational tool for the employees and organizations[END_REF]. Similarly, high-performance human resource practices, from their description, show that the human resource arrangement has a linkage with performance [START_REF] Schuler | Linking competitive strategies with human resource management practices[END_REF]. A detailed study conducted by [START_REF] Huselid | The impact of human resource management practices on turnover, productivity, and corporate financial performance[END_REF], comprised of data collected from one thousand firms, reveals the results that high-performance human resource practices significantly impact employee turnover. The author further explains that investment in such practices creates assets that provide an annual return, as well as increases the annual cash flow. The bottom line is that such practices are financially meaningful for the organizations.

According to [START_REF] Cooke | Human resource strategy to improve organizational performance: a route for firms in Britain?[END_REF], flexible work arrangements are part of high-performance human resource practices. Flexible work practices and high-performance practices both increase work satisfaction. In this current research, we have separately studied the HPHRP and FFWP link with work-life interference and employee wellbeing in the workplace, along with employee intention to job turnover. There are two reasons behind this:

1-In previous studies, the high-performance work system included family-friendly work programs with the understanding that organizations used them as a human resource strategy [START_REF] Osterman | Work/family programs and the employment relationship[END_REF]. This approach led to difficulties in knowing the true outcome of the familyfriendly work practices and high-performance work practices on work-life interference. Therefore, in this study, we have separated both practices.

2-

When we talk about these practices affecting work-life balance and productivity, we find in the literature that family-friendly work practices increase work-life balance, i.e., flexible schedules, but in terms of high-performance practices, we find mixed results, i.e., high-performance practices are more high job demand practices (required to work for long working hours) resulting in more work-life interference [START_REF] Ronda | Family-friendly practices, highperformance work practices and work-family balance[END_REF][START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF]. However, according to Babic et al.

(2019), high-performance practices reduce work-life interference and increase work-life enrichment. In terms of the impact of HPHRP and FFWP on productivity then, we again find some contradictory results, i.e., [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF] study reveals results that family-friendly work practices improve work-life balance, but the work-life balance has no significant impact on the productivity of the organization. Benito-Osorio et al.'s (2014) findings provide support for the idea, i.e., introducing family-friendly work practices has a positive impact on productivity, cost, and business results. Therefore, due to mixed outcomes in the literature, we separated family-friendly work practices from high-performance human resource practices in the current study.

HPHRP: What consequences are expected

Different schools of thought provide different outcomes, some arguing that HPHRP enhances employee and business outcomes [START_REF] Carvalho | Work-to-family enrichment and employees' wellbeing: High performance work system and job characteristics[END_REF], others demonstrating that HPHRP may lead to more stress amongst employees due to work intensification and adverse employee wellbeing outcomes [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF].

How do employees perceive HPHRP? (Job demands or job resources)

There are two main theoretical perspectives related to high-performance human resource practices.

One explains the positive impact of HPHRP on employees, as well as the organization, i.e., the social exchange theory (Blau, 1964), resource-based perspective, and behavioral perspective explain how HPHRP causes invaluable employee behavior and is used to explain the positive spillover of HPHRP. The second perspective explains the negative effects on employees, i.e., job demand. The theory of sociotechnical systems (STS) posits that employee autonomy and capability to control the work environment and manage job demands foster an individual sense of accountability for job outcomes and employee wellbeing [START_REF] Boxall | How do high-involvement work processes influence employee outcomes? An examination of the mediating roles of skill utilisation and intrinsic motivation[END_REF]. Performance outcomes are enhanced when employees have greater control over job decisions, task delegation, and autonomy to manage job demands through their effect on task ownership and wellbeing [START_REF] Boxall | How do high-involvement work processes influence employee outcomes? An examination of the mediating roles of skill utilisation and intrinsic motivation[END_REF][START_REF] Topcic | Are high-performance work practices related to individually perceived stress? A job demands-resources perspective[END_REF]. The extant evidence consistently suggests a significant association of high-involvement work practices with job involvement, employee wellbeing, affective commitment, organizational citizenship behaviors, job satisfaction, and increased work-life balance [START_REF] Huang | High performance work systems, employee well-being, and job involvement: An empirical study[END_REF][START_REF] Macky | High-involvement work processes, work intensification and employee well-being: A study of New Zealand worker experiences[END_REF].

According to [START_REF] Hobfoll | Social and psychological resources and adaptation[END_REF], employees who perceive human resource practices as resources are better able to face stressful situations and less likely to experience negative outcomes, i.e., job strain. This is called a resource-based view. 21

21 Resources are those aspects of life that may help individuals to meet the demands of the role they are performing in any sphere of life [START_REF] Demerouti | Work-family interface from a life and career stage perspective: The role of demands and resources[END_REF].

The job demand22 view is more defined by the concept of [START_REF] Greenhaus | Sources of conflict between work and family roles[END_REF]. If one role demands more time and at the same time produces strain, then it makes it difficult for the individual to perform another role in life. Therefore, human resource practices that demand more time, involvement, and energy from employees cause stress amongst them and result in affecting their work-life balance. When we go through the literature review, we find very interesting outcomes; i.e., [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF] argue that HPHRP have negative spill-overs on the work-life interface and causes more conflict between two spheres of life, i.e., work and non-work life since employees have to work longer hours. Furthermore, HPHRP have a negative impact causing increased employee workloads and workplace stress [START_REF] Danford | High performance work systems and workplace partnership: A case study of aerospace workers[END_REF] and negative consequence on employee performance [START_REF] Danford | Partnership, high performance work systems and quality of working life[END_REF]. [START_REF] Kroon | Cross-level effects of highperformance work practices on burnout: Two counteracting mediating mechanisms compared[END_REF] argue that HPHRP leads to stress and negatively influences work-related wellbeing due to high job demand.

The above studies view high-performance human resource practices as high job demand practices.

Some researchers associate high-performance work systems not with the demand or control elements of Karasek's model but consider these practices as job resources, i.e., [START_REF] Wood | High involvement management, high-performance work systems and well-being[END_REF] have found a positive effect of HPHRP on employee wellbeing considering that these practices create job satisfaction through an organizational climate which shows a helpful concern for employees, i.e., concentrating on motivational or skill acquisition practices, which raise a sense in employees that the organization is more caring about its employees' success and wellbeing.

According to [START_REF] Boxall | High-involvement work processes, work intensification and employee well-being[END_REF], HPHRP provides employees with more autonomy and participation in decision making and, therefore, the result reveals a positive relation between HPHRP with quality of working life. A detailed study by [START_REF] Fan | Influence of high performance work systems on employee subjective well-being and job burnout: empirical evidence from the Chinese healthcare sector[END_REF] conducted in the Chinese healthcare sector (the sample collected from public hospitals) reveals that HPWS is found to increase employees' subjective wellbeing and decrease burnout. [START_REF] Macky | High-involvement work processes, work intensification and employee well-being: A study of New Zealand worker experiences[END_REF] and [START_REF] Appelbaum | Manufacturing advantage: Why high-performance work systems pay off[END_REF] argue that high-performance work systems may reduce stress but may "place greater demands on employees by encouraging them to put forth discretionary effort to help their team and organization succeed" and thus may also increase stress. Essentially, the link between high-performance work systems and stress can go either way: the negative effects of increased demands may outweigh the positive effects of increased control or vice versa.

Perceived HPHRP and work-life interference

The dubious role of high-performance human resource practices makes it a black box that needs to be opened. Few studies have investigated the impact of HPHRP on work-life interference, and from those that have mixed findings are reported [START_REF] Babic | High-performance work systems and wellbeing: Mediating role of work-to-family interface[END_REF]. In a study by Carvalho and Chambel (2016a) and [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF], it is argued that high-performance human resource practices cause high job demand and put pressure on employees to work longer hours. According to the conflict model of work-life theory, due to the high level of demands from all spheres of life, conflicts appear as resources are limited, i.e., time and energy. If we spend more time in one sphere of life to get a high return, then it means we are spending less time in other spheres of life.

Therefore, satisfaction or success in one environment entails sacrifices in the other. Ultimately, this area of life is sacrificed and causes work-life interference or negative job to home spillover [START_REF] Benito-Osorio | The impact of family and work-life balance policies on the performance of Spanish listed companies[END_REF].

Some scholars reported a negative relationship between HPHRP and work-family interference [START_REF] Babic | High-performance work systems and wellbeing: Mediating role of work-to-family interface[END_REF]. For example, a sample of 726 employees from 277 banks in South Punjab, Pakistan, was collected with the purpose of identifying the role of high-performance work practices of banks on employee work-life balance. The results of the above-mentioned study revealed a positive relationship between high-performance human resource practices and work-life balance [START_REF] Zahoor | The role of high performance work practices, work-family conflict, job stress and personality in affecting work life balance[END_REF]. A similar result also was reported by Babic et al.'s (2019) data collected from 170 employees of a Belgian company. According to the results of the study, employees perceived less work-life interference in the organizations where HPHRP were applied.

Further, this study explained that organizations that tend to implement HPHRP also offer more FFWP to increase their workers' commitment and allow workers to better manage their work and non-work roles leading to the perception of less work-life interference.

Therefore, in our study, we take HPHRP as job resources and expect that employees perceive these practices to be good practices that help them to manage their work and life balance and lead to a negative relationship with work-life interference.

Hypothesis 8: Perceived HPHRP negatively relates to employee work-life interference.

Perceived HPHRP and consequences on employee wellbeing in the workplace

The impact of high-performance human resource practices on employee wellbeing is an emerging issue in research, but the underlying theory remains weak [START_REF] Boxall | High-performance work systems: What, why, how and for whom?[END_REF]. This research is an attempt to find the effects of three dimensions of high-performance human resource practices, i.e., appraisal systems, group-working practices, and performance-related pay (PRP), on employee wellbeing in the workplace.

The employee's general wellbeing involves three basic aspects: life, work, and psychological need [START_REF] Zheng | Employee well-being in organizations: Theoretical model, scale development, and cross-cultural validation[END_REF]. We propose here that high-performance human resource practices impact only one aspect, i.e., employee wellbeing in the workplace. Our aim is to measure the true and real impact of organizational HR practices on the work-related wellbeing of the employee. 23 The debate is ongoing regarding whether high-performance human resource practices have a positive or negative influence on employee wellbeing [START_REF] Kilroy | Employees' words on high involvement work practices, value congruence and burnout[END_REF].

The majority of researchers argue that HPHRP leads to mutually beneficial, win-win outcomes for both employers and employees [START_REF] Fan | Influence of high performance work systems on employee subjective well-being and job burnout: empirical evidence from the Chinese healthcare sector[END_REF].

The second school of thought argues that HPHRP have a positive influence on employee outcomes, i.e., it benefits employees through higher skills, more meaningful work, better income, greater task discretion, improved communication channels, more secure jobs, and it is unlikely that HPHRP will lead to high job stress [START_REF] Appelbaum | Manufacturing advantage: Why high-performance work systems pay off[END_REF][START_REF] Kroon | Cross-level effects of highperformance work practices on burnout: Two counteracting mediating mechanisms compared[END_REF]. Therefore, HPHRP creates highly-skilled, engaged and empowered workers who feel valued and enjoy higher job satisfaction [START_REF] Appelbaum | Manufacturing advantage: Why high-performance work systems pay off[END_REF].

According to [START_REF] Karasek | Job demands, job decision latitude, and mental strain: Implications for job redesign[END_REF], it is possible that HPHRP may increase job demands; however, high job demand does not necessarily lead to stress. If employees with high job demands have high job latitude, then HPHRP even leads to higher job satisfaction. The majority of the researchers argue that HPHRP leads to mutually beneficial, win-win outcomes for both employers and employees [START_REF] Fan | Influence of high performance work systems on employee subjective well-being and job burnout: empirical evidence from the Chinese healthcare sector[END_REF].

Following this line of thinking, this study hypothesizes the following:

Hypothesis 9: Perceived HPHRP positively relates to employee wellbeing in the workplace.

How employees perceive performance increasing human resource practices further needs to be explored. If employees perceive these practices as good for them, then they are motivated and more loyal to the organization. But if HPHRP causes more job demands, then such practices make it difficult to participate in other spheres of life, causing demotivation and resulting in employees searching for other jobs. Let's study this in detail below.

Perceived HPHRP and consequences on employee intention to job turnover

Social exchange theory recognizes those conditions under which individuals reciprocate when they personally benefit from another's actions [START_REF] Lambert | Added benefits: The link between work-life benefits and organizational citizenship behavior[END_REF]. Social exchanges include relationships of mutually tangible and intangible exchanges, i.e., family-friendly work practices and good infrastructure are tangible, while organizational culture and manager support are intangible resources.

Social exchange theory has been used extensively as a framework by human resource management [START_REF] Kehoe | The impact of high-performance human resource practices on employees' attitudes and behaviors[END_REF]. Based on the social exchange theory, employees reciprocate with a positive attitude and express their enjoyment of the work because they consider human resources practices as supporting activities that help them have a better working environment and achieve their goals.

According to [START_REF] Kehoe | The impact of high-performance human resource practices on employees' attitudes and behaviors[END_REF], the employer and employee relationship is based on social and economic exchanges, relationships in which unspecified bidirectional transactions occur. When organizations invest in HPHRP, employees perceive this as being a resource, an indication of the appreciation of their work, and a desire to engage in a long-term relationship. In exchange, employees show their affective commitment (employees' emotional attachment) to the organization and will stay with their organization for a long time [START_REF] Kehoe | The impact of high-performance human resource practices on employees' attitudes and behaviors[END_REF][START_REF] Luna-Arocas | A model of high performance work practices and turnover intentions[END_REF][START_REF] Mostafa | High-performance human resource practices and employee outcomes: the mediating role of public service motivation[END_REF].

Based on the social exchange theory, we assume that if employees perceive HPHRP as good practices, they will offer more commitment and be attached to the organization for the long run.

Hypothesis 10: Perceived HPHRP negatively relates to employee intention to job turnover.

In all the situations, performance increasing human resource practices are considered to be good, but if such practices demand more time, i.e., if the salary is linked to more sale of units, then this raises the competition amongst employees and to achieve more financial return they spend more time achieving the high targets, which ultimately causes work interference with other spheres of life.

HPHRP and role of work-life interference as a mediator

We have an assumption that high-performance human resource practices are good practices, and employees perceive them as resource-based views [START_REF] Saks | Antecedents and consequences of employee engagement[END_REF]. Indeed HPHRP allows employees to learn from their colleagues and performance-related pay systems create a sense of a merit system in the organization, while training programs help the employees acquire new skills or be involved in more meaningful jobs [START_REF] Loughlin | Designing healthy workplaces[END_REF]. By providing more job resources through HPHRP, organizations help employees manage work and family responsibilities [START_REF] Greenhaus | Sources of conflict between work and family roles[END_REF], resulting in less work-life interference and improving work-life quality (wellbeing) by reducing job strain [START_REF] Macky | High-involvement work processes, work intensification and employee well-being: A study of New Zealand worker experiences[END_REF] and increasing employee intention to attach to the organization on a social exchange basis.

To our knowledge, only one study in the literature [START_REF] Babic | High-performance work systems and wellbeing: Mediating role of work-to-family interface[END_REF] reported the partial mediation of work-life interference between HPHRP and employee work-life quality by decreasing job strain and increasing job engagement.

On the basis of role stress theory [START_REF] Kehoe | The impact of high-performance human resource practices on employees' attitudes and behaviors[END_REF], we expect that work-life interference mediates between HPHRP and EWB and IJT.

Hypothesis 11: Work-life interference mediates the relationship between perceived highperformance HR practices and employee wellbeing in the workplace.

Hypothesis 12: Work-life interference mediates the relationship between perceived highperformance HR practices and employee intention to job turnover.

To conclude this part, we argued that employees perceive HPHRP either as job demands or job resources, making the bundle of such practices a black box that needs to be opened. To open this black box, in the first step, we separated FFWP from HPHRP. In the next step, we used [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF] approach and categorized high performance human resource practices into three dimensions, i.e., appraisal base practices, group-working practices, and performance-related pay practices. In our research, in accordance with [START_REF] Saks | Antecedents and consequences of employee engagement[END_REF], we assumed that HPHRP are good practices, which can be assumed to be resource-based views. Hence, our model is based on the positive outcomes of perceived HPHRP on employees, i.e., reducing work-life interference, promoting wellbeing in the workplace, and minimizing the intention to job turnover.

The HPHRP hypothesis is based on the resource-based view. To further explain the relationship between HPHRP and their outcomes on employees, we examined the moderating roles of perceived manager support and family/friends support on the above-mentioned relationship in the next step.

.

"Moderators" and "job demand resource model"

Less is known about the factors that lead to work-family interface [START_REF] Wayne | The role of identity and work-family support in work-family enrichment and its work-related consequences[END_REF]; in particular, whether and how manager support influences work-family interference and its antecedents require further investigation [START_REF] Byron | A meta-analytic review of work-family conflict and its antecedents[END_REF]. Hence, keeping in mind the question that if family-friendly work practices are good practices and help employees manage both work and life balance, raising their performance in the workplace and improving quality of life, then why do not all organizations implement these practices? In our model, we add moderators, i.e., manager support and family/friend support, to check how they help employees manage work and life interface. If the gain from such support is enough for a good work-life balance, then that makes family-friendly work practices less weighty and meaningless in the organization.

The job demand-resource model assumes that employee work-life balance, health, and wellbeing result from a balance between positive (resources) and negative (demands) job characteristics [START_REF] Schaufeli | A critical review of the job demands-resources model: Implications for improving work and health[END_REF]. A high level of job demands (D) will lead to stress, and this relationship will be offset when there are high job resources (R) [START_REF] Dollard | Psychosocial safety climate moderates the job demand-resource interaction in predicting workgroup distress[END_REF].

According to [START_REF] Voydanoff | The effects of work demands and resources on work-to-family conflict and facilitation[END_REF], this underlines supervisor support and friend support, important resources for work-family facilitation.

Perceived manager support (MS): A job resource

Manager support is an important resource for work-life balance. According to [START_REF] Greenhaus | When work and family are allies: A theory of workfamily enrichment[END_REF] and [START_REF] Grzywacz | Reconceptualizing the work-family interface: An ecological perspective on the correlates of positive and negative spillover between work and family[END_REF], resource gains at work or the non-workplace ultimately promote a positive work-life interface. The domain of support is likely a primary antecedent in reducing work-life interference [START_REF] Wayne | The role of identity and work-family support in work-family enrichment and its work-related consequences[END_REF]. It has been argued that supervisor support is very important for successfully implementing family-friendly work practices policies. It makes a significant difference if supervisors encourage and support employees who seek to use a specific policy. In fact, supervisor support itself is associated with lower levels of work-life conflict [START_REF] Chou | Family-friendly policies in the workplace and their effect on work-life conflicts in Hong Kong[END_REF].

Perceived manager support is defined as the extent to which workers feel they can count on their managers/supervisors [START_REF] Carvalho | Work-to-family enrichment and employees' wellbeing: High performance work system and job characteristics[END_REF]. It is a relation of mutual trust, openness, more verbal communication, and bi-directional feedback between manager and subordinates [START_REF] House | Toward the integration of transformational, charismatic, and visionary theories[END_REF]. Perceived manager support refers to employees' general views concerning the degree to which the manager cares about their wellbeing and values their contribution. In return, the manager earns employee trust and a bonding relationship [START_REF] Eisenberger | Perceived supervisor support: Contributions to perceived organizational support and employee retention[END_REF]. Further, this supporting attitude can be transferred to the family domain to manage family needs and problems, which ultimately helps in reducing work-family interference [START_REF] Carvalho | Work-to-family enrichment and employees' wellbeing: High performance work system and job characteristics[END_REF]. [START_REF] Thompson | Perceived organizational family support: A longitudinal and multilevel analysis[END_REF] argue that employees might not reciprocate with improved workrelated attitudes and behaviors if they perceive that the organization is not supportive of their worklife needs. We perceive that an unsupportive organizational culture might undermine the effects of good management practice, i.e., HPHRP on work-related attitudes and work-life interference.

If we go through the literature, we find that perceptions of manager support have been linked to low work-family interference, burnout, depression, intentions to quit the job, absenteeism, and higher levels of affective commitment, health, organizational citizenship behavior, and job satisfaction [START_REF] Boxall | High-involvement work processes, work intensification and employee well-being[END_REF][START_REF] Carvalho | Work-to-family enrichment and employees' wellbeing: High performance work system and job characteristics[END_REF][START_REF] Frone | Relation of work-family conflict to health outcomes: A four-year longitudinal study of employed parents[END_REF].

In a study by [START_REF] Carvalho | Work-to-family enrichment and employees' wellbeing: High performance work system and job characteristics[END_REF], data was collected from 1390 employees at a

Portuguese bank and found a positive relationship between HPHRP and supervisor support in the workplace and also found a positive relationship between supervisor support and positive worklife enrichment.

Most of the existing literature studies the moderating effect of supportive programs between FFWP and their outcomes [START_REF] Ko | Family-friendly work practices and job satisfaction and organizational performance: Moderating effects of managerial support and performance-oriented management[END_REF]. Our model is based on the perception that the perceived support from the supervisor also moderates the HPHRP and work-life interference relationship.

This study explores the moderating effects of supervisor and managerial support on a familysupportive workplace environment, i.e., helping to reduce work-life interference.

Hypothesis 13: Perceived manager support moderates the relationship between perceived HPHRP and WLI.

Perceived family and friend support (FFS) helps to reduce high job demand

Perceived family and friend support and work-life interference relationships have been ignored for a long time, although the two factors have the same source, that is, family/friend [START_REF] Zhou | Family/friends support, work-family conflict, organizational commitment, and turnover intention in young preschool teachers in China: A serial mediation model[END_REF].

According to the job demand-resources model, several resources can reduce employees' excessive job stress caused by high job demands [START_REF] Bakker | The job demands-resources model: State of the art[END_REF]. Social support is one of these resources that allow employees to cope with job stress effectively [START_REF] Ju | The mediating role of workplace social support on the relationship between trait emotional intelligence and teacher burnout[END_REF]. Family/ friend support is one of the types of social support received from outside the workplace [START_REF] Lambert | Social support's relationship to correctional staff job stress, job involvement, job satisfaction, and organizational commitment[END_REF]. Family and friend support does not always have a positive impact; sometimes, it may also be a source of stress [START_REF] Ray | Social support, home/work stress, and burnout: Who can help[END_REF]. Employees experience more work-life interference if their family and friends do not understand their work situation. In such a scenario, employees perceive that they are getting little support from social relations [START_REF] Zhou | Family/friends support, work-family conflict, organizational commitment, and turnover intention in young preschool teachers in China: A serial mediation model[END_REF]. The mixed outcomes of relationships between work-life interference and family/friend support open the doors for further research.

According to border theory, employees daily cross the border between work and family domains to perform work and family roles. In such a situation, the support (i.e., from a co-worker, supervisor, family/friends) received from inside the border can help to minimize the risk of interference between work and non-work spheres [START_REF] Frone | Relation of work-family conflict to health outcomes: A four-year longitudinal study of employed parents[END_REF]. Flexibility is the main characteristic of the border between the work and family domain. If an employee is facing high job demands at work, then if family or friends are willing to take over responsibilities in the family sphere (e.g., child care, sharing housework), the employee can easily manage the pressures from the workplace by saving time and energy normally expended in the non-work domain. Therefore, the support received from family and friends helps to reduce the interference between work and family domains [START_REF] Zhou | Family/friends support, work-family conflict, organizational commitment, and turnover intention in young preschool teachers in China: A serial mediation model[END_REF].

In this research, we are assuming that family and friend support plays a positive buffering role between perceived high-performance human resource practices (if they cause high job demands) and work-life interference, thereby producing stress at work. Furthermore, employee work-life interference is proposed to mediate the relationship between (i) perceived high performance HR practices and employee outcomes, namely employee wellbeing and intention to job turnover, and (ii) perceived family-friendly work practices and employee outcomes, namely employee wellbeing and intention to job turnover. The mediating or indirect paths can be seen by the dotted lines. To check whether HPHRP increases job demand, we link the HR practices with work-life interference (negative spillover). According to [START_REF] Hobfoll | Social and psychological resources and adaptation[END_REF], employees who perceive human resource practices as resources are better able to face stressful situations and less likely to experience negative outcomes, i.e., job strain. Finally, we hypothesized manager support and family and friend support as boundary conditions between perceived high Hypothesis 14: Family and friend support moderates the relationship between perceived HPHRP and WLI.

Research framework

performance HR practices and work-life interference. In particular, we hypothesized that manager support and family and friend support will moderate the effects of perceived high performance HR practices on employee work-life interference. Employees might not reciprocate with improved work-related attitudes and behaviors if they perceive that the organization is not supportive of their work-life needs. We perceive that an unsupportive organizational culture might undermine the effects of good management practice, i.e., HPHRP on work-related attitudes and work-life interference. Our model is also based on border theory, as employees daily cross the border between work and family domains to perform work and family roles. In such a situation, the support (i.e., from a co-worker, supervisor, family/friends) received from inside the border can help to minimize the risk of interference between work and non-work spheres [START_REF] Frone | Relation of work-family conflict to health outcomes: A four-year longitudinal study of employed parents[END_REF]; therefore, we examine the true moderation impact of how employee perceive social support received from the boss as well as from family and friends circle on the association between HPHRP and work-life interference.

Conclusion

This chapter highlighted the importance of family-friendly work practices and highperformance human resource practices on employee outcomes. Moreover, we also highlighted how and when high-performance human resource practices influence employee wellbeing and turnover intention. Furthermore, this chapter provided a review and discussion of the literature for the theoretical foundation of human resource practices. The review contended several points. First, we presented a detailed review of family-friendly work practices, including the major question of why these are not implemented by organizations and the outcomes expected due to the absence of such practices, i.e., wellbeing in the workplace and employee turnover intentions. The second part of this chapter was an effort to open the black box of highperformance human resource practices, including the consequences of employees' efforts to keep their lives in balance with fewer inter-role conflicts. Our model is supported by the resource-based view that employees perceive HPHRP and FFWP as organizational resources.

Based on the social exchange theory, employees reciprocate with a positive attitude and express their enjoyment of the work because they consider human resources practices as supporting activities that help them have a better working environment and achieve their goals. Literature reveals that there is relatively little understanding of how HPHRP work, especially as there are mixed results of outcomes that create a gap in the research. Finally, this chapter presented a theoretical framework of the relationships between HR practices and their outcomes, i.e., worklife interference, workplace wellbeing, and employee intention to job turnover. The framework serves as a basis for answering the research question developed in the problem statement. In addition, hypotheses that will be tested in the study were listed. In the following chapter, the research design and data collection will be presented.

CHAPTER 3: RESEARCH

METHODOLOGY Introduction

In a competitive environment, the role of human resource management is to devise strategies, linking family-friendly work practices with high-performance human resource programs to reduce work-life interference, enhance the wellbeing of employees in the workplace and reduce the brain drain. These efforts make human resource practices a source of competitive advantage [START_REF] Coff | Human assets and management dilemmas: Coping with hazards on the road to resource-based theory[END_REF]. Over the last few decades, many research studies on work-life balance, work-life interference, and work-life enrichment have been conducted to enhance organizational effectiveness [START_REF] Beauregard | Making the link between work-life balance practices and organizational performance[END_REF][START_REF] Bloom | Work-life balance, management practices and productivity[END_REF] and employee performance [START_REF] Ansari | Impact of work-life balance on employee productivity: An empirical investigation from the banking sector of Pakistan[END_REF][START_REF] Soomro | Relation of work-life balance, work-family conflict, and family-work conflict with the employee performancemoderating role of job satisfaction[END_REF]. Today, when we regard our lives, we find that the balance is lost somewhere and still, there is a gap in our in-depth knowledge about antecedents and outcomes of the work-life interface [START_REF] Carvalho | Work-to-family enrichment and conflict profiles: job characteristics and employees' well-being[END_REF]. This chapter outlines the methodology used in this dissertation. It discusses the research methodology employed, the conceptual framework concerning the study's objectives, and data collection methods. The choice of appropriate research methodology is tricky for most researchers [START_REF] Opoku | Choosing an appropriate research methodology and method[END_REF]. Actual access to family-friendly work practices instead of availability of such practices in organizations was important for measuring the actual effectiveness of such HR programs (Ollier-Malaterre & Andrade, 2016). We designed the methodology in such a way to measure how employees perceived available HR practices in their organizations and how much they were affected by such programs, i.e., balancing work and life spheres, wellbeing in the workplace, and their intention to leave the organization.

For this research study, the data were collected using the LimeSurvey website (Online data collection). The sample for this dissertation was selected using well-established scales and sampling techniques. As well, the data were analyzed using partial least square (PLS), a structural equation modeling (SEM) technique.

In sum, this dissertation gives insight into how predictors influence employee workplace wellbeing and intention to turnover and shows which theories explain these relationships. This chapter describes the research methodology and research design of this empirical study stepby-step. First, the choice of a research design, the banking industry, sample, and the rationale for choosing quantitative methods are described. Next, the instruments used to collect the data are explained. Then, we explain the data collection procedure. Finally, we describe the analytical strategy carried out to achieve the research objectives. The details of each of the above-mentioned sections are provided below. The chapter outline is given in For this dissertation, only bank officers who work in five specific banks were selected as participants. The five big banks were chosen because i)-there was a time limitation in which to study all the banks, ii)-the five big banks represent the different bank types, i.e., commercial banks, government-owned banks, and microfinance banking sector. iii) -these five banks have branches all over Pakistan, including rural and urban areas of the country.

Why the banking sector?:

The financial sector is recognized for its long working hours, intensely stressful working environment and has become notorious for its poor work-life balance in recent times [START_REF] Talukder | Supervisor support and work-life balance: Impacts on job performance in the Australian financial sector[END_REF]. This study was conducted in the banking sector operating in Pakistan. The rationale behind selecting the bank sector is the dynamic work environment of these organizations (high competition, adopting new technologies, and continually changing objectives, procedures, and goals). In such an environment, human resource management is more focused on achieving goals and, in line with their human resource practices, organizational goals. The human resource practices are designed to achieve maximum human output in terms of performance. The competitive environment in the banking sector has forced banks to offer the best customer service in the market, which can cause high job demands for employees working in banks, which lead to work-life interference. Pakistan has a fast-growing banking sector with 45 banks operating in December 2018 and 15252 branches (a list is provided in Annex-III). The dynamics of the banking sector are extremely suitable for our study.

According to [START_REF] Powell | Introduction to special topic forum: Advancing and expanding work-life theory from multiple perspectives[END_REF], there is a considerable gap in our knowledge regarding work-family issues cross-nationally, and it is impossible to come to definitive conclusions about the influence of societal culture in order to test work-life theories. In some regions of the world, i.e., the Middle East, Africa, and South Asia, there is little research conducted on work-life issues compared to Europe and America [START_REF] Allen | Meta-analysis of workfamily conflict mean differences: Does national context matter[END_REF]. In Pakistan, the situation in terms of work-life balance is different, and researchers are still struggling to highlight work-life balance as a problem. However, in some organizations, steps are being taken to help employees maintain a better work-life balance. Much research is required to study these variables with the unique lens of culture we inherit in this subcontinent.

Increasing female participation in the workforce over the last few years may create pressure to establish such policies [START_REF] Amir | Female labor force participation in Pakistan; What do we know?[END_REF][START_REF] Syed | Work-family conflict and turnover intentions: Moderated mediation model[END_REF]. For example, women may prefer to seek an employer with generous work-life policies, and women may advocate for new benefits within their current organizations [START_REF] Baek | Work-family policies in Korean organizations: Human resources management and institutional explanations[END_REF]. Like in the rest of the world, in Pakistan, female participation in the labor force raises the issue of work-life interference [START_REF] Rehman | Gender and work-life balance: A phenomenological study of women entrepreneurs in Pakistan[END_REF].

Why is work-life balance a topic of importance in Pakistan?

There are many reasons behind this.

1-Employees not only have to deal with changing workplaces but also, at the household level, there have been changes taking place as well. The increase in women's labor force participation is among the most visible [START_REF] Syed | Work-family conflict and turnover intentions: Moderated mediation model[END_REF]. Over the last three decades, labor force participation among women in Western societies has increased and, in some countries, has even doubled. [START_REF] Commission | Women in the labour market: European semester thematic factsheet: European Commission[END_REF][START_REF] Van Dijk | Women's employment in a comparative perspective[END_REF].

The situation in Pakistan is no different. The average annual rate of female work participation rose slightly in Pakistan, from 15.9% in 2003-04 to 25% in 2014-15, according to the Pakistan Bureau of Statistics (Employment Trend Report -2018). 24 But, in actuality, the number of women in the labor force is much higher, as most of them are involved in the informal economy (72.9%) 25 and with non-paid jobs; thus, data is not available [START_REF] Mujahid | Determinants of female labor force participation: A micro analysis of Pakistan[END_REF]. [START_REF] Kamal | Women empowerment and poverty alleviation in South Asia: The dual benefits of microcredit[END_REF] argues that the actual share of female participation in Pakistan's labor force is much higher than the data available because their involvement in the family and other household affairs is perceived to be a social duty rather than an economic contribution. According to [START_REF] Amir | Female labor force participation in Pakistan; What do we know?[END_REF], a world bank group reported that even though the female participation in the labor force is increasing, i.e., Fig 3-2, the total amount of women's work, such as "unpaid household care and services", is typically excluded from economic accounting and thus the full nature of women's economic contribution is under-estimated. The available data represent that female numbers in formal work jobs are rising year to year. Therefore, the household responsibilities on females' shoulders are much more than in the past.

These responsibilities raise the issue of work-life balance in Pakistan. Pakistan is a country where the family structure is based on a joint family system. The average household size is 6.8 members (United Nations Department of Economic and Social Affairs, 2009). 27 It is essential to mention that the average size of the household in OECD countries is 2.63 and, in France, it is 2.38 (OECD, 2011).28 A joint family system means a couple; a woman apart from her husband and children lives with her inlaws comprising of her husband's parents, grandparents, brothers, sisters and sometimes some other family members [START_REF] Aamir | The plight of working mothers in Pakistan: advantages and disadvantages of a joint family system[END_REF]). South Asian countries, i.e., Pakistan and India, have been observed as being family-centric societies, which is not common in the western context, where a nuclear family consists of a married couple and their unmarried children [START_REF] Mishra | A grounded theory study on family-to-work enrichment: Exploring links with family resources, community resources, work-role salience and psychological capital[END_REF]. This structure puts more responsibilities on men and women to take care of the whole family and means more time and energy is required, making it difficult for a working couple to balance their life between the two spheres, i.e., family and work. With more family responsibilities, females face difficulties in balancing work and life spheres; therefore, most of the time, they sacrifice their careers over home responsibilities.

3-Increasing female participation in higher education: In Pakistan, increasing female (older than 15 years) participation in higher education was reported at 46.47 % in 2017, compared to 39% in 2006(Statista Report 2020). 29 This has contributed to changing female aspirations regarding labor market participation in Pakistan, like in many OECD countries (OECD, 2011). So, the increase in female education motivates women to utilize their skills and knowledge professionally in all areas of economic activities. In such situations, women's responsibilities as home carers and as employees at the workplace are growing. Similarly, men's roles have also increased as they share home care responsibilities, which ultimately causes an imbalance in family and work life. 6-Long working hours: It is observed that, in Pakistan, where the unemployment rate is very high and longer working hours are essential, employees fear that if they do not work for longer hours, they may get a low appraisal, and there will be a risk of losing their jobs. In such circumstances, any type of work-life conflict is inevitable [START_REF] Ratnesh | Determinants of work-life balance: A cross-cultural review of selected Asian countries[END_REF]. [START_REF] Malik | Work/life conflicts and desired work hour adjustments: Banking perspective in Pakistan[END_REF] conducted a qualitative study that included interviewing employees from 17 different banks in Pakistan and reported that women desire a reduction in work hours more than men because of dual responsibilities at work as well as at home. Further, the study indicated that long working hours are significantly responsible for work-life interference.

From the discussion, we conclude here that a competitive environment and privatization in Pakistan's banking sector have caused the emergence of a system in which employees perceive their jobs to be insecure, which further motivates them to seek new employment (turnover intention). The competitive environment of the industry is also challenging for the management

Research sample

A sample is referred to in research as a group of individuals from whom information is gathered, while sampling explains the process of selecting these individuals [START_REF] Fraenkel | How to design and evaluate research in education[END_REF].

To collect the data, we selected five big banks operating in Pakistan. The total population is as follows:

31 https://www.dawn.com/news/177448/newspaper/newspaper/column

Why only five banks for sample collection:

The data of physical existence shows that these five banks are the largest banks in Pakistan; therefore, we selected these banks for our data collection. Management was restricted from providing details of their HR practices, i.e., high-performance human resource practices and family-friendly work practices. Therefore, in our research, we only relied on how employees perceived HR practices and the availability of such practices in their workplace. Employees working in five banks at different managerial levels (lower, middle, and top) were selected for data collection through an online questionnaire. For this purpose, an

Choosing the appropriate research methodology

In our dissertation, we opted for a positivist approach, which refers to a "systematic, controlled, empirical, and critical investigation of natural phenomena guided by theory and hypotheses about the presumed relations among such phenomena" [START_REF] Kerlinger | Foundations of behavioral research[END_REF] because our aim was to measure employees' perceptions of different HR practices and their effect on their work-life interference, workplace wellbeing, and intentions to turnover.

Research philosophy

Researchers are continuously engaged in a long-standing epistemological debate about how to conduct effective research [START_REF] Hayati | Combining qualitative and quantitative methods in the measurement of rural poverty: The case of Iran[END_REF]. The epistemological debate is centered on two types of approaches, i) positivist approach (quantitative studies) and ii) interpretive or phenomenological approach (qualitative studies). We used a hypothetical-deductive approach, wherein we formulated hypotheses in a form that can be falsifiable and used observable data to test and interpret the findings. Furthermore, we adopted a quantitative research methodology because it has been largely underpinned by positivist principles, and they have contributed to the over-simplification of human experience and the objectification of the human person within social research [START_REF] Ryan | Post-positivist approaches to research. Researching and writing your thesis: A guide for postgraduate students[END_REF].

Rationale for using a quantitative method

We used quantitative research methodology to examine the associations and underlying mechanisms linking HPHRP and FFWP with employee work-life interference and subsequent wellbeing in the workplace and intention to turnover. Our conceptual model demonstrated that our research was primarily deductive (i.e., we developed hypotheses based on existing theory and then designed a research strategy to test these hypotheses), quantitative, and multivariate (having a complex set of data). Hence, a cross-sectional research design, which includes a survey of a specific sample at a single point in time to detect any 'patterns of association', was employed for two basic reasons. First, to better understand phenomena in the specific group being studied. Second, to make inferences about broader groups beyond those being studied [START_REF] Holton | The basics of quantitative research[END_REF] The choice of appropriate research methodology is tricky for most researchers [START_REF] Opoku | Choosing an appropriate research methodology and method[END_REF]. Actual access to family-friendly work practices, 32 instead of the availability of such practices in organizations, matters when measuring the actual effectiveness of such HR programs [START_REF] Ollier-Malaterre | Not for everyone: Intra-organisational divides and the stratification of access to work-life policies[END_REF]. We designed the methodology in such a way to measure how employees perceived HR practices available in their organizations and how much 32 Access to a policy refers to the ability to use it (Ollier-Malaterre & Andrade, 2016).

they were affected by such programs, i.e., balancing work and life sphere, wellbeing in the workplace, and their intention to leave the organization.

How employees perceive HR practices is more linked with their reciprocal behavior rather than the availability of resources. For example, which FFWP to offer and which not to offer to employees is the availability of resources. Sometimes, though organizations offer such FFWP to their employees, employees perceive that these policies are not accessible to them individually; this is the perceived accessibility level [START_REF] Budd | Family-friendly work practices in Britain: Availability and perceived accessibility[END_REF]. In our research, we asked employees whether such HR practices were accessible in their organizations and how they perceived such practices.

For this research study, data was collected using the LimeSurvey website (Online data collection from a population). The sample for this dissertation was selected using wellestablished scales and sampling techniques. The data were analyzed using partial least square (PLS), a structural equation modeling (SEM) technique. The following sections then examine the data analysis approach (i.e., PLS-SEM, partial least squares-structural equation model) and the research analysis software (i.e., . This chapter also discusses the steps taken to adopt the research instrument. We aim to detail the processes this research study undertook to answer the research questions. To answer the research questions, there was a need to select the method most likely to meet our research objectives.

Although qualitative research gives a detailed view of feedback and provides the opportunity to counter-question the authenticity of data, in quantitative research, 33 we get larger feedback from the sample population. Moreover, in this research, data were collected from Karachi, Lahore, and Islamabad (three big cities), which was only feasible using a quantitative survey. There are two common research methodologies adopted by researchers in quantitative research, "survey research 34 " and "experimental research 35 " [START_REF] Creswell | Mapping the field of mixed methods research[END_REF]). An online survey research methodology was adopted in this dissertation, as this approach provides standardized information to describe variables and examine relationships between variables of the study 33 Quantitative research is the numerical representation and manipulation of observations for the purpose of describing and explaining the phenomena that those observations reflect [START_REF] Sukamolson | Fundamentals of quantitative research[END_REF]. 34 Survey research uses scientific sampling (respondents are "randomly" sampled) and questionnaire design to measure characteristics of the population with statistical precision [START_REF] Sukamolson | Fundamentals of quantitative research[END_REF]. 35 Experimental research is completed in a controlled environment [START_REF] Sukamolson | Fundamentals of quantitative research[END_REF]. [START_REF] Malhotra | An assessment of survey research in POM: From constructs to theory[END_REF]. In this online survey research, the bank employees had no fear of showing their identities, and this helped us to get unbiased data.

The choice of confirmatory factor analysis (CFA)

This research was confirmatory research in which all the hypotheses derived from previous studies and theories were tested. The study was based on a quantitative research design that relied on deductive reasoning in order to assess the model adopted for the study. A crosssectional survey method was used, keeping in mind the nature of the study. Furthermore, in this study, we tested the hypothesis/relationship between observed variables and their underlying latent constructs; that is why we used confirmatory factor analysis. The main reasons for using CFA instead of exploratory factor analysis (EFA) are the following:

1. All the measures used in this study are well-established instruments for measuring the constructs conceptualized in this study.

2. We used CFA as our study is descriptive in nature.

3. CFA requires a strong empirical foundation for evaluation of the factor model; further, CFA also assists in the determination of how a test should be scored [START_REF] Brown | Confirmatory factor analysis[END_REF].

4. CFA was used in the study as it allowed the researcher to test the hypothesis that a relationship between observed variables and their underlying latent constructs exists.

Measurement of constructs

In this dissertation, the research instrument was developed using measurement scales identified from previous studies. Necessary adaptations were made to make sure items fit into the context of the current research. The research instrument's validity and reliability were accessed using data from online surveys. As suggested by [START_REF] Straub | Validating instruments in MIS research[END_REF], it is advisable to reuse previously validated instruments when employing survey methods. An advantage of using existing measures is that the reliability and validity testing of the measures has already taken place, giving the researcher confidence in the measurement qualities of the existing measures without evaluating the measures [START_REF] Bryman | Business research strategies[END_REF]. Further, the construct's homological validity can be established when tested and validated with a variety of samples, in different settings, across time [START_REF] Straub | Validation guidelines for IS positivist research[END_REF].

The main variables in our model were family-friendly work practices (FFWP) and perceived high-performance human resource practices (HPHRP) as independent variables. Work-life interference (WLI), employee wellbeing in the workplace (EWB), and employee intention to job turnover (IJT) were dependent variables. In this study, we also used some variables as moderators, i.e., family/friend support available to employees (FFS) and manager support available to employees (MS). We used some control variables in our research, i.e., gender, age, marital status, spouse working status, and family structure. The measurement scales were adopted from previous research studies published in well-known business journals.

Variables in a cause-and-effect relationship are called independent and dependent variables.

Dependent variables

The dependent variable is the effect. Its value depends on changes in the independent variable.

In our study, our model was comprised of three dependent variables in which work-life interference is also a mediating variable. While measuring correlation with HPHRP and FFWP, the variable work-life interference behaved as a dependent variable, but when measuring the correlation with EWB and IJT, it behaved as an independent variable. In the complete model, we also checked the role of WLI as a mediator.

The dependent variables in our model were:

1-Employee wellbeing in the workplace (EWB) Many researchers have adopted this scale, i.e., [START_REF] Karapinar | Employee Wellbeing, Workaholism, Work-Family Conflict and Instrumental Spousal Support: A Moderated Mediation Model[END_REF]; [START_REF] Miao | High-performance work system, work well-being, and employee creativity: Cross-level moderating role of transformational leadership[END_REF]. [START_REF] Zheng | Employee well-being in organizations: Theoretical model, scale development, and cross-cultural validation[END_REF] reported Cronbach's alpha values of 0.87 of EWB scales. We found similar Cronbach alpha 0.725 in our studies measuring employee wellbeing in the workplace (EWB).

Employee intention to job turnover (IJT)

One of the dependent variables in this research was employee turnover intentions. This refers to the extent to which a worker intends to leave the organization and discontinue his services [START_REF] Faragher | Why Staff Really Leave[END_REF]. Many scholars used the variable intention to leave rather than actual turnover, e.g., [START_REF] Mor Barak | Antecedents to retention and turnover among child welfare, social work, and other human service employees: What can we learn from past research? A review and metanalysis[END_REF] and [START_REF] Mowday | The psychology of the withdrawal process: A cross-validation test of Mobley's intermediate linkages model of turnover in two samples[END_REF].

In this research, we adopted the scale of [START_REF] Mowday | The psychology of the withdrawal process: A cross-validation test of Mobley's intermediate linkages model of turnover in two samples[END_REF] to measure turnover intentions.

There were two questions regarding whether participants had thought about quitting their jobs (the first question was about the intention to search for jobs, and the second question measured the intention to leave the job).

1-"I will look for a new job soon."

2-"Presently, I am actively searching for a job in a different organization."

Items were assessed on a 5-point Likert scale, 1 -representing "strongly disagree" to 5representing "strongly agree". We found Cronbach's alpha of 0.79 in our study measuring employee intention to job turnover (IJT). The original study by [START_REF] Mowday | The psychology of the withdrawal process: A cross-validation test of Mobley's intermediate linkages model of turnover in two samples[END_REF] reported Cronbach's alpha values of α = 0.70.

Work-life interference (WLI)

Work-life interference (WLI) denotes the negative spillover from work to the life domain and was assessed on a six-item scale developed by [START_REF] Shah | Development of a bi-directional and multi-dimensional measure of work-life balance[END_REF],_ENREF_33 which was more suitable for the Indian continent culture. Items were evaluated on a 5-point Likert scale, 1representing "strongly disagree" to 5 -representing "strongly agree". We found Cronbach alpha 0.844 in our studies measuring employee work-life interference (WLI). The original study by [START_REF] Shah | Development of a bi-directional and multi-dimensional measure of work-life balance[END_REF]_ENREF_33 reported Cronbach's alpha values of α = 0.804.

The six-item instrument to measure work-life interference (WLI) was as follows:

1-"My work leaves me with little energy to do any other non-work activity."

2-"Tension and stress from work often adversely affect the rest of my life."

3-"I do not have enough time to pursue other interests because of the time spent at work."

4-"I miss out on important personal life events because of my work."

5-"My work makes it difficult for me to schedule personal time-off."

6-"Due to work strain, I ignore my personal life needs."

Independent variables

The independent variable is the cause. The value of it is independent of other variables in the study.

Our model consisted of two independent variables :

1-Perceived high-performance human resource practices (HPHRP)

2-Perceived family-friendly work practices (FFWP)

Perceived high-performance human resource practices (HPHRP)

High-performance practices supporters believe that employers adopt these practices to increase employees performance by raising their skills, motivation, and empowerment [START_REF] Appelbaum | High-performance work systems and labor market structures Sourcebook of labor markets[END_REF]. We adopted a questionnaire measuring perceived high-performance human resource practices developed by [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF]. Items were scored on a 5-point Likert scale

(1 = Not at all, 5 = Always). These bundles of practices 36 were divided into three subscales, according to the literature.

A-Appraisal systems based on high-performance human resource practices (ApHPHRP)

1-Do your appraisals help to plan your training?

2-Do your appraisals affect your promotion?

3-Do your appraisals affect your pay? We found Cronbach's alpha of 0.69 in our studies measuring perceived high-performance human resource practices (HPHRP). The original study by [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF] reported

Cronbach's alpha values of α = 0.70. 36 As a primary unit of analysis when examining the impact of HR systems, researchers argue for a focus on the bundles of human resource (HR) practices rather than individual practices [START_REF] Huselid | The impact of human resource management practices on turnover, productivity, and corporate financial performance[END_REF]

Perceived family-friendly work practices (FFWP)

Which FFWP to offer and which not to offer employees depends on the availability of resources. Sometimes, even when organizations offer FFWP, their employees may not understand that these policies are put in place for them. This is the perceived accessibility level [START_REF] Budd | Family-friendly work practices in Britain: Availability and perceived accessibility[END_REF]. In our research, we asked employees whether such flexible work arrangements were accessible in their organizations and how they perceived such practices.

We measured flexible work arrangements using two items [START_REF] Mcnall | Flexible work arrangements, job satisfaction, and turnover intentions: The mediating role of work-to-family enrichment[END_REF]. We asked participants, 1-Does your company offer flexibility when you start or end your workday (also known as flextime)?

2-Does your company allow you to work four longer days per week instead of five regular days (also known as a compressed workweek)?

Another question was added from the questionnaire [START_REF] Bloom | Are family-friendly workplace practices a valuable firm resource[END_REF], which best suits the Asian organization culture.

3-Paid leave allowed for personal and family reasons on short notice.

We assigned 1 to participants who answered "Never" and 5 to participants who answered "always" to these items. Consistent with a previous study by [START_REF] Mcnall | Flexible work arrangements, job satisfaction, and turnover intentions: The mediating role of work-to-family enrichment[END_REF], we measured access to benefits rather than usage because we were interested in the availability of workfamily programs as a symbol of organizational concern for work and family issues. We found a Cronbach alpha of 0.780 in our studies measuring perceived family-friendly work practices (FFWP).

The original study by [START_REF] Mcnall | Flexible work arrangements, job satisfaction, and turnover intentions: The mediating role of work-to-family enrichment[END_REF] reported Cronbach's alpha values of α = 0.852.

Moderating variables

The moderator variable affects the relationship between predictor and criterion variables. It commonly affects the strength of the relationship between dependent and independent variables.

In our study model, we had two moderators:

1-Perceived manager support in the workplace (MS)

2-Perceived family and friend support (FFS)

Perceived manager support in the workplace

Perceived manager/supervisor support (MS) was measured using eight modified items [START_REF] Boxall | High-involvement work processes, work intensification and employee well-being[END_REF][START_REF] Eisenberger | Perceived supervisor support: Contributions to perceived organizational support and employee retention[END_REF]. These items were modified from the perceived organizational support scale developed by [START_REF] Kottke | Measuring perceived supervisory and organizational support[END_REF], where the original item referred to "organization", the word "manager" was substituted. A 5-point Likert type scale was used with 1 -representing "strongly disagree" to 5 -representing "strongly agree." In order to control the bias, two statements were negatively worded, thus reverse coded.

1-My manager/supervisor really cares about my wellbeing.

2-My manager/supervisor considers my goals and values.

3-My manager/supervisor shows little concern for me. (R)

4-My manager/supervisor cares about my opinion.

5-My manager/supervisor is willing to help if I need a special favor.

6-Help is available from my manager/supervisor when I have a problem.

7-Your manager would forgive an honest mistake on your part.

8-If given the opportunity, your manager would take advantage of you. (R)

Note: (R) indicated the item is reverse scored.

We found Cronbach alpha 0.910 in our studies measuring perceived manager support (MS).

The original study by [START_REF] Kottke | Measuring perceived supervisory and organizational support[END_REF] reported Cronbach's alpha values of α = 0.97.

Data collection

Once all the measurement scales were selected, then a final version of the questionnaire and cover letter were then administered (see Annex -IV). The survey was administered in English because English is the official language of business communication in Pakistan [START_REF] Aboramadan | Examining the effects of environmentallyspecific servant leadership on green work outcomes among hotel employees: The mediating role of climate for green creativity[END_REF].

This final version of the questionnaire and cover letter were then administered online on the website "LimeSurvey" (https://jumani.limequery.com/882528?lang=en) for final data collection. LimeSurvey is a German-based online survey software company with its headquarters in Hamburg. The key advantages of using online surveys are 1-Using online surveys significantly reduces set-up and administration costs. Although the online survey has many advantages, the same method has some disadvantages, i.e., i) -if the online survey is long, then there might be a chance that fake answers are obtained. The chance of a respondent just hitting buttons or leaving answers unfilled to finish are high; ii) -if the online survey is confusing or respondents do not understand the question, then they may put down fake answers; iii) -as the respondent is away from the researcher, there might be a high chance that the respondent could ignore or delete online survey requests.

As the researcher has good references in the banking sector, we opted for the online survey method by sending the link through email. We followed up from time to time with respondents to ensure that they filled the survey without any difficulty.

The data were collected from the banking sector of Pakistan from different cities. The respondents were selected from lower, middle, and top-level management to ensure a thorough understanding of the survey questionnaire; because the questionnaire was administered in the English language (which is the official language). The questionnaire was administered online on the LimeSurvey website. The link was distributed among bank employees when visiting the branches. I worked in the banking sector for six years (2003)(2004)(2005)(2006)(2007)(2008)(2009) and have good references in different cities and used those connections to collect data. To ensure the respondents' complete anonymity, a cover letter was also attached online, which is placed in Appendix (IV).

This step reduces common method bias [START_REF] Podsakoff | Common method biases in behavioral research: a critical review of the literature and recommended remedies[END_REF]. Anonymity in a survey appears to promote greater disclosure and motivates the respondent accurately to disclose sensitive or stigmatizing information compared to non-anonymity methods.

Once the data was collected, then it needed screening of data properly. Our online data collection through the LimeSurvey website helped us to sort the complete submitted surveys and incomplete unfilled surveys. Similarly, it helped collect data from different cities where physical traveling was not possible due to time constraints and was straightforward and convenient for respondents to complete surveys online. Participants filled out questionnaires when they chose to and started and stopped the survey at their leisure.

Data Analysis Technique

Structural equation modeling is a part of multivariate statistical techniques employed to examine direct and indirect relationships between one or more independent latent variables and one or more dependent latent variables [START_REF] Gefen | Structural equation modeling and regression: Guidelines for research practice[END_REF]. Structural equation modeling allows researchers to assess a model's overall fit and test the structural model altogether [START_REF] Chin | The partial least squares approach to structural equation modeling[END_REF][START_REF] Gefen | Structural equation modeling and regression: Guidelines for research practice[END_REF]. SEM evaluates the hypothesized structural linkages among constructs and the linkages between a construct and its respective measures [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF].

Why partial least square (PLS) -structural equation modeling (SEM)?

Among variance-based SEM methods, partial least squares (PLS) path modeling is regarded as the "most fully developed" [START_REF] Henseler | Using PLS path modeling in new technology research: updated guidelines[END_REF]. Partial least squares is widely used in strategic management [START_REF] Hair | The use of partial least squares structural equation modeling in strategic management research: a review of past practices and recommendations for future applications[END_REF]. Partial least square (PLS) originated with an econometrician named Herman Wold in the 1970s [START_REF] Chin | The partial least squares approach to structural equation modeling[END_REF]. This dissertation employs established analytic criteria, adapting a partial least square (PLS-SEM) approach as the statistical method to assess the research model. Specifically, the following reasons guided this decision: a) According to [START_REF] Henseler | The use of partial least squares path modeling in international marketing[END_REF], PLS is appropriate for large complex models with many latent variables. This dissertation employs many LVs (seven) and has a relatively complex research model with moderation and mediation.

b) This dissertation intends to examine the relationships according to prior theoretical knowledge. PLS-SEM can estimate the correlations between residuals and assess their effects on the model. c) PLS can be used for prediction and theory testing. This means both kinds of research are possible with PLS [START_REF] Sander | SmartPLS for the human resources field to evaluate a model. New challenges of economics and business development[END_REF].

The conclusion is that PLS is an important statistical tool for management and organizational research and other social science disciplines [START_REF] Henseler | Common beliefs and reality about PLS: Comments on Rönkkö and Evermann[END_REF].

We used PLS-SEM in our study because 1-Our sample size of data was small, and PLS-SEM is more suitable for small data studies [START_REF] Wong | Mastering partial least squares structural equation modeling[END_REF].

2-

The PLS-SEM provides the opportunity to explore the relationship between the latent variable and manifest variable in both formative and reflective ways [START_REF] Wong | Mastering partial least squares structural equation modeling[END_REF]. Our model was higher-order reflective-reflective; therefore, we used PLS-SEM.

3-Our model was complex, with many constructs, indicators, and structural paths. The model included mediation and moderation with some constants. According to [START_REF] Hair | When to use and how to report the results of PLS-SEM[END_REF], PLS-SEM is better and more appealing for estimating complex models.

Therefore, we used PLS-SEM.

4-To avoid the distribution and normality issue, we used PLS-SEM in our study.

Therefore, the research model was assessed using a three-step process [START_REF] Hair | Partial least squares structural equation modeling (PLS-SEM)[END_REF].

1) Model specification

2)

The assessment of the measurement model; and,

3)

The assessment of the structural model.

In this dissertation, the research model was assessed using a two-step process: ( 1 and latent variables. This model is called the measurement model. 37 Latent variables that cannot be observed directly and known as constructs. 38 The observed variable is measured directly from the respondent; they are the indicators of the latent variable.

Model specification

In SEM, the variables are either exogenous 39 or endogenous. 40 In the second step, we needed to identify whether the outer model was reflective or formative (for this, we performed confirmatory tetrad analysis CTA-PLS)

The assessment of the measurement model

According to [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF], a reflective measurement model is assessed on the following criteria: 1) Indicator reliability; 2) Convergent validity (average variance extract); 3) Construct reliability, and 4) Discriminant validity.

The assessment of the structural model

When the measurement model assessment indicated satisfactory quality, we moved to assess the structural model (testing our hypothesized model).

According to [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF], a structural model is assessed on the following criteria: 1)

Inner collinearity statistics (VIF); 2) Path coefficients (bootstrapping); 3) Coefficient of determination (R-square); 4) The effect size (f-square); 5): Cross-validated redundancy (Qsquare); and 6) Moderation and mediation analysis.

Data analysis software

The smartPLS 3.2 software [START_REF] Ringle | SmartPLS 2.0[END_REF] was used to execute all the PLS-SEM analyses in this thesis. SmartPLS is currently the most comprehensive software for conducting PLS-SEM analyses [START_REF] Henseler | Partial least squares path modeling Advanced methods for modeling markets[END_REF]. SEM has been used in many studies in the last decades as a statistical analysis technique by researchers with a model or a set of hypotheses to be tested based on sampled and collected data [START_REF] Urbach | Structural equation modeling in information systems research using partial least squares[END_REF]. The most common reasons for choosing SEM are small sample sizes, non-normality, exploratory research objective/predictive purposes, analyzing formative and reflective constructs, number of interaction terms, and 39 In an exogenous variable, the path has an arrow pointing outwards and non-leading to it. 40 An endogenous variable has at least one path leading to it and represents the effects of other variable(s).

mediated models [START_REF] Kante | Partial least square structural equation modelling'use in information systems: An updated guideline of practices in exploratory settings[END_REF]. Working with relatively smaller sample sizes and nonnormal cases are the strong advantages of the technique.

SmartPLS is software created to test models. The software provides the opportunity to draw the path model between the variables and define the indicators [START_REF] Sander | SmartPLS for the human resources field to evaluate a model. New challenges of economics and business development[END_REF]. SmartPLS requires no distributional assumptions; other SEM assumes a normal distribution of data [START_REF] Ringle | Editor's Comments: A Critical Look at the Use of PLS-SEM in[END_REF][START_REF] Sander | SmartPLS for the human resources field to evaluate a model. New challenges of economics and business development[END_REF].

The goodness-of-fit model (GOF) is not required in SmartPLS-3 [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF].

According to [START_REF] Memon | Moderation analysis: issues and guidelines[END_REF], SmartPLS 3.2 has significant attention due to its built-in features that run all moderating approaches (e.g., product-indicator, two-stage) orthogonalizing) with a few simple clicks. SmartPLS3.2 makes multi-group analysis (MGA) easier to execute than other frequently used packages (e.g., IBM SPSS AMOS).

Missing data and data diversification

A total of 565 responses were received, from which 322 were completely filled and 243 responses were excluded from analysis due to a large number of missing values. Of the remaining, 266 (83%) respondents were male, and 56 (17%) were female. This percentage also represents the overall percentage of females working in the specified five large banks, as detailed in Table 3.1.

Common method bias

Common method variance must be examined when data are collected via self-reported questionnaires and, in particular, when both the dependent and independent variables are obtained from the same person [START_REF] Podsakoff | Common method biases in behavioral research: a critical review of the literature and recommended remedies[END_REF]. Thus, we adopted multiple remedies to address this issue, as suggested in the literature.

Procedural Remedies

Through the cover letter attached with the survey, we clarified to the respondents that the questionnaire was anonymous. 41 When using an anonymous survey, recipients are more 41 An anonymous survey is one that does not collect personal identifiable information or leave options for respondents to answer, such as their name or email address.

comfortable responding, response rates increase, the feedback is more honest, and it helps to avoid social desirability bias.

Furthermore, we added negatively worded (reverse-coded) items to minimize the cognitive pattern for the respondents. The items with reversed-scored indicated by (R). Finally, the questionnaire was structured such that the dependent variables were measured before the independent variables, reducing the likelihood of social desirability contributing to commonmethod variance (T.J. [START_REF] Kline | Common method variance and specification errors: A practical approach to detection[END_REF].

Statistical Test to confirm CMB

We conducted Herman's Single-factor Test to check whether CMV had a significant influence on data or not. For this, we used IBM SPSS-20 for CMV (dimension-reduction factor analysis).

If the newly introduced common latent factor explains more than 50% of the variance, then common method bias may be present. The results showed that the single factor explains 25.14% of the total variance, which is lower than the median amount of method variance (50%) reported in studies of self-reported perceptions at work [START_REF] Eichhorn | Common method variance techniques[END_REF].

Conclusion

The privatization of the banking sector in Pakistan makes this sector more competitive and motivates us to collect data about work-life research from the banking sector. Even the contacts developed during past working experiences help to understand the environment and to collect the data. We used an online data collection source, i.e., LimeSurvey. We administered the questionnaire online on this website and shared the links with the employees to complete this survey. We ensured the data safety and anonymity of the survey with respondents. Using the smart PLS 3.2 software, we analyze the data in chapter 4.

CHAPTER 4: DATA ANALYSIS & INTERPRETATION Introduction:

We followed [START_REF] Anderson | Structural equation modeling in practice: A review and recommended two-step approach[END_REF] guidelines. Accordingly, SEM was conducted in two stages. We conducted a confirmatory factor analysis (CFA) to check our measurement model's fitness in the first stage. In the second stage, we hypothesized a structural model, measuring the relations between study variables.

The chapter outline is shown in 4.9 • Summary of the results

Model specification

There are two sub-models in the structural equation model [START_REF] Wong | Mastering partial least squares structural equation modeling[END_REF]): the inner model, which defines the relationship between the dependent variable and independent variable, and the outer model, which defines the relationship between the latent variable and the observed indicators as mentioned in Fig 4 .2.

The first step in using PLS-SEM involves creating a path model that connects variables and constructs based on theory and logic. It is important to distinguish the location of the constructs, as well as the relationships between them.

In SEM, a variable is either exogenous or endogenous. An exogenous variable has path arrows pointing outwards and none leading to it. An endogenous variable has at least one path leading to it and represents another variable (s) effects, as demonstrated in Fig 4 .2.

Figure 4-2 Inner vs outer model in an SEM

Confirmatory tetrad analysis for PLS-SEM (CTA-PLS)

In smartPLS 3.2 software, CTA analysis is a statistical tool that allows us to test whether the measures should be specified reflectively or formatively, as detailed results demonstrate in Table 4.2 (Gudergan et al., 2008). As a rule of thumb, if in CTA-PLS output data, the value "1" lies between the low confidence adjustment (CI low Adj) and confidence adjustment Up (CI Up Adj), then it is the reflective model.

As in Table 4-2, our test results of CTA-PLS show the model is reflective.

High order reflective-reflective model

Our model is a high order reflective-reflective model. According to [START_REF] Lohmöller | Predictive vs. structural modeling: Pls vs. ml Latent variable path modeling with partial least squares[END_REF], PLS-SEM can be designed as a hierarchical components model (HCM). In our model, highperformance human resource practices (HPHRP) is a high order component variable which includes the observable lower-order components (LOCs), i.e., ApHPHRP, GrHPHRP, PrHPHRP. The unobservable higher-order components (HOCs) reduce model complexity and make it more theoretically parsimonious. The use of a hierarchical component model can also reduce bias due to collinearity issues and eliminate potential discriminant validity problems [START_REF] Hair | Partial least squares structural equation modeling: Rigorous applications, better results and higher acceptance[END_REF].

We used the two-stage or sequential approach. We started by estimating the first-order construct scores in the first stage [START_REF] Hair | Partial least squares structural equation modeling: Rigorous applications, better results and higher acceptance[END_REF], as shown in In the second stage, using a buildup approach [START_REF] Ringle | Editor's Comments: A Critical Look at the Use of PLS-SEM in[END_REF], the latent value obtained from the first stage was used as indicators for the second-order construct, as mentioned in Fig 4 .5. At the same time, the path coefficients between other constructs were estimated [START_REF] Hair | PLS-SEM: Indeed a silver bullet[END_REF].

Note: Build-up approach (Ringle et al., 2012)

Structural Equation ModelBy using the two-stage approach, repeated indicator, and build-up approach, we formulated the higher-order components (HOC), i.e., HPHRP with three low order components with latent variables ApHPHRP, GrHPHRP and PrHPHRP, as mentioned in Fig 4 .6. Thereby, the HOC was embedded in the nomological net in such a way that it allowed other latent variables as predecessors to explain some of the variance, which resulted in significant path relationships [START_REF] Hair | Partial least squares structural equation modeling: Rigorous applications, better results and higher acceptance[END_REF]. We also added a moderator to our model, as explained in theory, to examine how employees perceived manager support (MS) and family and friend support (FFS) as a moderator between the HPHRP and WLI. The model with moderator is explained in

Measurement model

The second step after the model specification was the assessment of the measurement model [START_REF] Hair | Partial least squares structural equation modeling (PLS-SEM)[END_REF].

The reliability and validity of the measurement model (including all latent variables and moderators) were estimated using the PLS-SEM statistical technique with the Smart PLS 3.2 statistical software [START_REF] Ringle | Structural equation modeling with the SmartPLS[END_REF].

According to [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF], a reflective measurement model is assessed on the following criteria: 1) Indicator reliability, 2) Convergent validity (average variance extract), 3) Construct Reliability, 4) and Discriminant validity.

Indicator reliability

The purpose of assessing indicator reliability is to evaluate the extent to which a variable or a set of variables is consistent with what it intends to measure [START_REF] Urbach | Structural equation modeling in information systems research using partial least squares[END_REF].

Studies suggest that factor loadings should be greater than 0.5 for better results [START_REF] Hulland | Use of partial least squares (PLS) in strategic management research: A review of four recent studies[END_REF], while other studies assert that a 0.5 cutoff is acceptable [START_REF] Chen | How destination image and evaluative factors affect behavioral intentions?[END_REF]. Using SmartPLS-3.2 software, we conducted an indicator reliability test and detailed the results mentioned in Table 4.3. While checking the factor loadings of all the items, it was observed that two indicators (WLI1 and MS3) that form employee and manager support at work, respectively, had factor loadings below 0.50. Following R. [START_REF] Kline | Principles and Practice of Structural Equation Modeling[END_REF] recommendations, these indicators were removed because their outer loading was smaller than the 0.5 threshold level. Meanwhile, two indicators of employee wellbeing in the workplace (EWB4, EWB5) and one indicator of latent variable family and friend support (FS1) were found to have loadings between 0.5 and 0.6. Therefore, a loading relevance test was performed for these three indicators to see if they should be retained in the model or not. As the elimination of the two indicators (EWB4, EWB5) would result in an increase of Average Variance Extracted (AVE) 0.445 (Table 4.3) to 0.548 (Table 4.4) of their respective latent construct, they were removed from the PLS model. The remaining indicator (FS1) was retained as the Average Variance Extracted (AVE) is 0.511 greater than the threshold of 5. Two indicators of manager support (MS7 and MS8) had a VIF more than the threshold of 5, so we removed the indicator MS7 with a high VIF. The initial results before eliminating the indicators with poor loadings are mentioned in Table 4.3 below.

Convergent validity

Convergent validity refers to the model's ability to explain the indicator's variance. Adequate convergent validity is achieved when the Average Variance Extracted (AVE) value of a construct is at least 0.5 [START_REF] Fornell | Evaluating structural equation models with unobservable variables and measurement error[END_REF]. According to results in Table 4.4, after removing the indicators, i.e., WLI1, EWB4, EWB5, MS3, and MS7, as detailed in Table 4.3, the AVE for the latent construct HPHRP, FFWP, WLI, EWB, ITO, MS, and FFS were well above the required minimum level of 0.50 [START_REF] Bagozzi | On the evaluation of structural equation models[END_REF]. Therefore, all reflective construct measures can be said to have an adequate level of convergent validity.

Construct reliability

The construct reliability was measured with the composite reliability (overall internal consistency). The result of this test typically should be between 0 and 1. Acceptable results are 0.6 or higher. Values above 0.95 are not desirable because they indicate that all variables measure the same phenomenon [START_REF] Hair | Advanced issues in partial least squares structural equation modeling: Sage publications[END_REF]. The composite reliability of these constructs was also established as they had CR > .80, as detailed in Table 4.5. A further indicator for the construct reliability can be Cronbach's alpha. [START_REF] George | Reliability analysis. SPSS for Windows, step by step: a simple guide and reference[END_REF] provide the following rules of thumb: "α > 0.9 -Excellent, α > 0.8 -Good, α > 0.7 -Acceptable, α > 0.6 -Questionable, α > 0.5 -Poor, and α < 0.5 -Unacceptable".

The Cronbach's alpha (Table 4.5) in our measurement model was greater than 0.70, except for the perceived high-performance human resource practices (HPHRP 0.69) and perceived family and friend support (FFS 0.678), where the values were near to 0.70. Therefore, it was acceptable to proceed further to assess the measurement model.

Discriminant validity

According to [START_REF] Urbach | Structural equation modeling in information systems research using partial least squares[END_REF], discriminant validity is used to differentiate a construct's measures from one another. It also measures the degree of difference between overlapping constructs [START_REF] Hair | Partial least squares structural equation modeling (PLS-SEM)[END_REF]. Unlike convergent validity, discriminant validity tests whether the items unintentionally measure something else besides the intended construct.

In PLS, there are three measures of discriminant validity that are commonly used: (1) Fornell-Larcker's criterion [START_REF] Fornell | Evaluating structural equation models with unobservable variables and measurement error[END_REF]; ( 2) cross-loading [START_REF] Chin | The partial least squares approach to structural equation modeling[END_REF]; and (3) the Heterotrait-Monotrait Ratio (HTMT) technique.

Applying Fornell-Larcker's criterion requires a latent variable to share more variance with its assigned indicators than with any other latent variable. This method compares the square root of the average variance extracted (AVE) with the correlation of latent constructs. A latent construct should better explain its own indicator variance than the variance of other latent constructs. Therefore, each construct's AVE's square root should exceed the correlations with other latent constructs [START_REF] Hair | Partial least squares structural equation modeling (PLS-SEM)[END_REF].

We examined our data's discriminant validity through Fornell-Larcker's criteria, and the results established the validity as the square root of the AVE of the LV, indicating the highest in any column or row as in Table 4.6. To assess the discriminant validity, we also employed the indicators' cross-loadings [START_REF] Hair | Advanced issues in partial least squares structural equation modeling: Sage publications[END_REF]. Cross-loading is obtained by correlating each latent variable's component scores with all other items. If each indicator's loading is higher for its designated construct compared to any other constructs, then it can be inferred that the different constructs' indicators are not interchangeable [START_REF] Chin | The partial least squares approach to structural equation modeling[END_REF].

Table 4.7 displays the results of the discriminant validity assessment based on the cross-loading evaluation. We can see that discriminant validity was achieved from this result since each indicator of the latent variables loads more to their construct than others. The Heterotrait-Monotrait Ratio (HTMT) technique is the most up-to-date, safe, and effective way to examine discriminant validity [START_REF] Hair | Advanced issues in partial least squares structural equation modeling: Sage publications[END_REF]. As presented in Table 4.8, every HTMT value's confidence interval did not include the value 1 for all levels of constructs, verifying that discriminant quality was established. Furthermore, the maximum value of 0.618 was below the 0.85 threshold, i.e., the most conservative HTMT value [START_REF] Wong | Mastering partial least squares structural equation modeling[END_REF]. It also confirms that discriminant validity was established in the model.

Descriptive statistics and correlations

In the next step, we calculated the mean, standard deviations, and correlations between all the variables of the study, which are presented in Table 4.9 below. In this step, a full understanding of the basic aspects of the study's primary data was given. It was essential that all relevant variables (including control variables) were listed with (at a minimum) means, and standard deviations, with the total number of unique correlations possible in the study. As in our study, there are 12 variables. Thus, we had 66 correlations (Formula "K*(K-1)/2" where K was the number of variables) to examine in Table 4.9. The pre-specified significance levels (two-tailed, non-directional) for all correlations, commonly set at 0.10, 0.05 or 0.01, are indicated either with a single (*), the double-asterisk (**), or triple asterisk (***), respectively, as was done in Table 4.9.

The first independent variable, HPHRP, had a highly significant correlation with all the dependent variables, i.e., WLI, EWB, and IJT. Furthermore, the second independent variable, FFWP, had only a significant negative correlation with WLI and IJT. The employees perceive less conflict between work and private life sphere if the organization offers more familyfriendly work practices in the organization and in such organizations, employee risk of leaving the organization decreases. Similarly, WLI had a significant relation with all dependent variables, i.e., EWB and IJT, which explains the importance of balance between work and life spheres. The WLI increases the risk of employee turnover and also affects the wellbeing of the employees in the workplace. By looking at the control/categorical variables, it was observed that age of the employee, marital status, and family structure had a significant correlation with work-life interference, as married employees in the banking sector face more work-life interference compared to single employees because the married employee's responsibilities are more than a non-married employee or the existence of children also increases the responsibilities in the life sphere. In such cases, family demands more time and causes interference in the two spheres of life. But the employees living in a joint family system face less work-family interference compared to those who are living singly or living in a nuclear family structure system. The Asian society basically consists of the joint family system. In such a system, married couples live with their parents and siblings in big houses and, thus, family responsibilities are shared among them, which causes less work-life conflict. With the increase in age of the employee, the WLI increases also. In Asian society, age is linked with marital status and the number of children. Most young employees are single with no children and fewer responsibilities at home. With the increase in age, employees marry and have children, resulting in more responsibilities, which demand more time, which causes more interference between the work and life spheres.

Furthermore, the family structure is also significantly correlated with employee wellbeing in the workplace and intention to job turnover. It may be because in a joint family structure, the responsibilities are shared, which creates less stress among employees, and they enjoy work more. The job status of an employee's spouse is significantly correlated with work-life interference, employee wellbeing in the workplace, and intention to job turnover. In a dual family earner system, both partners are working, and as per the theory, it is difficult for them to manage the balance in work and life spheres, which causes more WLI and affects their wellbeing in the workplace. Ultimately, the risk of leaving/switching a job is increased, i.e., from a permanent job to a part-time job. The descriptive statistics show that sex/gender had no significant correlation with any central construct of the study.

Inner collinearity statistics (VIF)

The VIF (variance inflation factor) estimates how much the variance of a regression coefficient is inflated due to multicollinearity (when there's a correlation between independent variables) in the model. High VIF can adversely affect regression results. It was necessary to evaluate the structural model before drawing any conclusions properly; therefore, in the first step, we checked the collinearity VIF (variance inflation factor) as it could be a potential issue in the structural model [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF][START_REF] Wong | Mastering partial least squares structural equation modeling[END_REF].

As a rule of thumb for interpreting VIF 1 = not correlated.

Between 1 and 5 = moderately correlated.

Greater than 5 = highly correlated.

Therefore, we needed to have a variance inflation factor (VIF) value of bellow 5 to avoid the collinearity issue; exogenous latent variables with low VIF had to be eliminated or merged into one [START_REF] Wong | Mastering partial least squares structural equation modeling[END_REF]. As SmartPLS does not generate the VIF value, we used statistical software IBM SPSS which involved a few steps. In the first step, we generated the latent variable scores in SmartPLS, copied the data into Microsoft Excel, saved it in "CSV (Comma Delimited)" format and opened it in IBM SPSS-20.

In our model, three constructs were dependent variables, i.e., work-life interference (WLI), employee wellbeing in the workplace (EWB), and employee intention to job turnover (IJT). So, we had three sets of VIF: 1) Work-life interference (WLI) as a dependent variable and perceived high-performance human resource practices (HPHRP) and perceived family-friendly work practices (FFWP) as independent variables; 2) Employee wellbeing in the workplace (EWB) as a dependent variable and perceived high-performance human resource practices (HPHRP), perceived family-friendly work practices (FFWP), and work-life interference (WLI) as independent variables; 3) Employee intention to job turnover (IJT) as a dependent variable and perceived high-performance human resource practices (HPHRP), perceived family-friendly work practices (FFWP), and work-life interference (WLI) as independent variables. Note: As our results show in Table 4-10, we found no collinearity among the variables.

Path coefficients

The path coefficient is the degree or extent of influence of one variable upon another and can be expressed in a quantitative term; it is directional (e.g., from X to Y), may be positive or negative, and may be greater or less than unity [START_REF] Li | The concept of path coefficient and its impact on population genetics[END_REF]. The computation of the path coefficients linking the constructs was based on a series of regression analyses. Two things are very important when assessing PLS-SEM results: the significance and the relevance of coefficients [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF]. We examined significance through "t-values" and "p-values" via the bootstrapping procedure (at 5000 samples). The path coefficients' strength and significance were evaluated regarding the relationships (structural paths) hypothesized between the constructs. From Table 4-11, it can be seen that in our structural model, all relations in path analysis were significant except the HPHRP path towards the IJT and, similarly, the FFWP relation with EWB, which were insignificant. The reason for the non-significant direct association between FFWP and EWB in the workplace is that these family-friendly programs may directly impact non-work wellbeing, i.e., (improve social life) but not significantly impact wellbeing in the workplace. Similarly, the HPHRP were perceived as good practices (reduce work-life interference), but we perceived that these practices somehow also cause an increase in workload, which is why its impact on reducing the impact of intention to job turnover is balanced. The impact of FFWP upon IJT was almost but not quite significant.

The path coefficient frequency histogram is shown in Graph-1 to Graph-8 in Annex V.

Coefficient of determination (R-square)

The coefficient of determination denoted R 2. The next major part of structural model evaluation is the assessment of the coefficient of determination R 2 , which indicates the variance explained in each of the endogenous constructs.

The coefficient of determination is the proportion of the variation in the dependent variable that is predictable from the independent variable(s). It measures the model's predictive accuracy. The R 2 ranges from 0 to 1, with higher levels indicating more predictive accuracy.

As a rough rule of thumb, the R 2 values of 0.75, 0.50, and 0.25 can be considered substantial, moderate, and weak [START_REF] Henseler | The use of partial least squares path modeling in international marketing[END_REF][START_REF] Hair | PLS-SEM: Indeed a silver bullet[END_REF]. However, it is important to note that, in some research contexts, R 2 values of 0.10 are considered satisfactory [START_REF] Raithel | On the value relevance of customer satisfaction. Multiple drivers and multiple markets[END_REF]. We ran the PLS-consistent algorithm in SmartPLS-3.2. The detailed results are mentioned in Table 4-12.

Effect size F-square

Effect size f-square assesses the magnitude or strength of the relationship between the latent variable. It assesses how strongly one exogenous construct contributes to explaining a certain endogenous construct in terms of R-square.

f-square = (R 2 included -R 2 excluded ) / (1-R 2 included)
R 2 included and R 2 excluded are the R 2 values of the endogenous latent variable when a selected exogenous latent variable is included or excluded from the model. We ran PLS-consistent Algorithm to generate the results and detailed the results mentioned in

Blindfolding/cross-validated redundancy (Q-square)

Another means to assess the model's predictive accuracy was the Q 2 value [START_REF] Geisser | A predictive approach to the random effect model[END_REF][START_REF] Stone | Cross-validatory choice and assessment of statistical predictions[END_REF]. The Q 2 value builds on the blindfolding procedure, which omits single points in the data matrix, imputes the omitted elements, and estimates the model parameters. In SmartPLS 3.2 software, we set an omission distance "D" (rule of thumb: 5 ≤ D ≤ 10) [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF]. As a rule of thumb, Q 2 values larger than zero for a particular endogenous construct indicate that the path model's predictive accuracy is acceptable for this particular construct [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF].

Q-square = (Q 2 included -Q 2 excluded ) / (1-Q 2 included)
Rule of thumb for Q 2 0.02 ≤ Q 2 ≤ 0.15: Weak effect 0.15 ≤ Q 2 ≤ 0.35: moderate effect Q 2 ≥ 0.35: strong effect

The effect size Q-square allowed assessing each exogenous constructs' predictive relevance for a certain endogenous construct. Detailed results are shown in Table 4-14.

Mediation

Mediation occurs when a third mediator variable intervenes between two other related constructs. More precisely, a change in the exogenous construct causes a change in the mediator variable, which, in turn, results in a change in the endogenous construct in the PLS path model.

To assess the mediation model, we used the mediation analysis technique developed by [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF] with multiple mediators, as explained in Figure 4.9. No-effect no mediation: Neither the direct nor indirect effects are significant.

Complementary mediation: Both the indirect effect and the direct effect are significant and point in the same direction.

Competitive mediation:

The indirect effect and the direct effect both are significant and point in opposite directions.

Indirect-only mediation:

The indirect effect is significant but not the direct effect.

Our structural model has four mediations hypotheses. Finally, the results of mediation in our structural model detailed in Table 4-18, according to the rule of thumb mentioned in Figure 4.8, are as follows:

Moderation

Moderation occurs when the association between two variables is affected by a third variable, referred to as a moderator [START_REF] Dawson | Moderation in management research: What, why, when, and how[END_REF]. Statistically, the effect of a moderator variable is characterized as an interaction. It can be either a categorical variable (e.g., gender) or a quantitative variable (e.g., perceived manager support or perceived family support). Moderating variable influences the direction and/or strength of the relationship between the dependent and independent variables. After estimating and evaluating the main effects in the PLS path model, we added moderators one by one (Fig 4.10 and Fig 4.11) to see how they impacted the relationship between an independent variable and a dependent variable [START_REF] Hair | Partial least squares structural equation modeling: Rigorous applications, better results and higher acceptance[END_REF].

The hypothesis sought to ascertain the moderating role of perceived manager support between perceived high-performance human resource practices and employee work-life interference.

The results revealed that MS moderate the relationship of HPHRP and WLI (B= -0.170 t= 3.539 P=.000). At high MS with a standard deviation +1, the HPHRP strongly reduces the WLI of the employee, as compared to low manager support at -1 SD. Chart 4-1 below also shows a standard deviation of +1 and -1. The hypothesis sought to ascertain the moderating role of perceived family and friends support between perceived high-performance human resource practices and employee work-life interference. The results in Table 4-20 revealed that FFS significantly moderates the relationship of HPHRP and WLI (B= -0.143, t= 2.680, P=0.007). [START_REF] Henseler | The use of partial least squares path modeling in international marketing[END_REF][START_REF] Hair | PLS-SEM: Indeed a silver bullet[END_REF]. R 2 values of 0.10 are considered satisfactory [START_REF] Raithel | On the value relevance of customer satisfaction. Multiple drivers and multiple markets[END_REF])

Hypotheses results

Work-life interference and employee wellbeing in the workplace (hypothesis-1) shows that in WLI-EWB path analysis, the value of coefficient (β = -0.257, 0.000) is significant (p < 0.01), which indicates that there is a significant negative effect of employee work-life interference (WLI) on employee wellbeing in the workplace (EWB). Hypothesis -1 is therefore accepted.

In multi-group path analysis (Table 4-21), we found that for male employees, the value of coefficient (β = -0.29, 0.000) is significant (p < 0.01), which shows that there is a significant negative effect of employee work-life interference (WLI) on employee wellbeing in the workplace (EWB).

Similarly, in multi-group path analysis , for female employees, the value of coefficient (β = -0.01, 0.965) shows that there is a negative but insignificant effect of employee work-life interference (WLI) on employee wellbeing in the workplace (EWB).

Work-life interference and employee intention to job turnover (hypothesis-2)

Table 4-11 shows that in WLI-IJT path analysis, the value of coefficient (β = 0.345, 0.000) is significant (p < 0.01), which shows that there is a significant positive effect of employee worklife interference (WLI) on employee intention to job turnover (IJT). Hypothesis-2 is therefore accepted.

In multi-group path analysis (Table 4-21), we found that for male employees, the value of coefficient (β = 0.361, 0.000) is significant (p < 0.01), which shows that there is a significant positive effect of employee work-life interference (WLI) on employee intention to job turnover (IJT).

Similarly, in multi-group path analysis for female employees, the value of coefficient (β = 0.38, 0.004) is significant (p < 0.01), which shows that there is a positive and significant effect of work-life interference (WLI) on employee intention to job turnover (IJT).

Family-friendly work practices and work-life interference (hypothesis-3)

Table 4-11 shows that in FFWP -WLI path analysis, the value of coefficient (β = -0.143, 0.006) is significant (p < 0.01), which shows that there is a significant negative effect of familyfriendly work practices (FFWP) on employee work-life interference (WLI). Hypothesis-3 is therefore accepted.

In multi-group path analysis (Table 4-21), we found that for male employees the value of coefficient (β = -0.100, 0.091) shows a slight tendency toward significance (p < 0.1), which

shows that there is an insignificant negative effect of family-friendly work practices (FFWP) on employee work-life interference (WLI).

Similarly, in multi-group path analysis for female employees, the value of coefficient (β = -0.298, 0.014) is significant (p < 0.05), which shows that there is a significant negative effect of family-friendly work practices (FFWP) on employee work-life interference (WLI).

Family-friendly work practices and employee wellbeing in the workplace (hypothesis-4) shows that in FFWP -EWB path analysis, the value of coefficient (β = 0.069, 0.237)

shows that there is a positive but insignificant effect of perceived family-friendly work practices (FFWP) on employee wellbeing in the workplace (EWB). Hypothesis-4 is therefore rejected.

Similarly, in multi-group path analysis (Table 4-21), we found that for male employees, the value of coefficient (β = 0.078, 0.248) shows that there is an insignificant positive effect of perceived family-friendly work practices (FFWP) on employee wellbeing in the workplace (EWB).

In multi-group path analysis for female employees, the value of coefficient (β = 0.003, 0.989) shows that there is an insignificant but positive effect of perceived family-friendly work practices (FFWP) on employee wellbeing in the workplace (EWB).

Family-friendly work practices and employee intention to job turnover (hypothesis-5) shows that in FFWP -IJT path analysis, the value of coefficient (β = -0.108, 0.065)

shows that there is a negative and a margin at the edge of significant effect of perceived family-friendly work practices (FFWP) on employee intention to job turnover (IJT). The F 2 value of FFWP impact on IJT is 0.02, which confirms that hypothesis-5 is rejected.

Similarly, in multi-group path analysis (Table 4-21), we found that for male employees, the value of coefficient (β = -0.021, 0.769) shows that there is an insignificant negative effect of perceived family-friendly work practices (FFWP) on employee intention to job turnover (IJT).

Similarly, in multi-group path analysis for female employees, the value of coefficient (β = -0.564, 0.000) is highly significant (p < 0.01), which shows that there is a significant and negative effect of perceived family-friendly work practices (FFWP) on employee intention to job turnover (IJT) for female employees.

Mediation of work-life interference between family-friendly work practices and employee

wellbeing in the workplace (hypothesis-6)

According to [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF], the rule of thumb mentioned in Figure 4-9, if there is an only indirect significant relationship and no significant direct relation between exogenous and endogenous variables, then there will be a full mediation effect. Table 4-17 shows that FFWP -EWB direct relation (β = -0.069, 0.238) is insignificant but in indirect relation Table 4-16 (β = -0.037, 0.027) is significant, thus work-life interference is fully mediating between the FFWP-EWB (results . Therefore, hypothesis-6 is accepted.

Mediation of work-life interference between family-friendly work practices and intention

to job turnover (hypothesis-7) shows that WLI is a full mediating effect between FFWP and IJT. between the FFWP-IJT (results . Therefore, it can be said that perceived familyfriendly work practices (FFWP) effect on employee intention to job turnover (IJT) can be explained significantly via the work-life interference (WLI). Therefore, hypothesis-7 is accepted.

Perceived high-performance human resource practices and work-life interference (hypothesis-8) shows that in HPHRP -WLI path analysis, the value of coefficient (β = -0.287, 0.000) is significant (p < 0.01), which shows that there is a highly significant negative effect of perceived high-performance human resource practices (HPHRP) on employee work-life interference (WLI). Hypothesis-8 is therefore accepted.

In multi-group path analysis (Table 4-21), we found that for male employees, the value of coefficient (β = -0.362, 0.000) is significant (p < 0.01), which shows that there is a significant negative effect of perceived high-performance human resource practices (HPHRP) on employee work-life interference (WLI).

Similarly, in multi-group path analysis , for female employees, the value of coefficient (β = 0.156, 0.529) shows that there is a positive but insignificant effect of perceived high-performance human resource practices (HPHRP) on employee work-life interference (WLI). The direction of correlation is also positive. The results explained that females have dual responsibilities, and high-performance human resource practices increase their job demand; therefore, female employees perceive these practices as one reason for an increase in work-life interference. Although the effect is insignificant, the positive direction of correlation opens the door for further research.

Perceived high-performance human resource practices and employee wellbeing in the workplace (hypothesis-9) shows that in HPHRP -EWB path analysis, the value of coefficient (β = 0.283, 0.000) is significant (p < 0.01), which shows that there is a significant positive effect of perceived high-performance human resource practices (HPHRP) on employee wellbeing in the workplace (EWB). Hypothesis-9 is therefore accepted.

In multi-group path analysis (Table 4-21), we found that for male employees, the value of coefficient (β = 0.243, 0.000) is significant (p < 0.01), which shows that there is a significant positive effect of perceived high-performance human resource practices (HPHRP) on employee wellbeing in the workplace (EWB).

Similarly, in multi-group path analysis for female employees, the value of coefficient (β = 0.392, 0.073) a trend close to significance (p < 0.1), which shows that there is an insignificant but positive effect of perceived high-performance human resource practices (HPHRP) on employee wellbeing in the workplace (EWB).

Perceived high-performance human resource practices and employee intention to job turnover (hypothesis-10) shows that in HPHRP -IJT path analysis, the value of coefficient (β = -0.017, 0.744)

shows that there is a negative but insignificant effect of perceived high-performance human resource practices (HPHRP) on employee intention to job turnover (IJT). Hypothesis-10 is therefore rejected.

In multi-group path analysis (Table 4-21), we found that, for male employees, the value of coefficient (β = -0.001, 0.990) shows that there is an insignificant negative effect of perceived high-performance human resource practices (HPHRP) on employee wellbeing in the workplace (EWB).

Similarly, in multi-group path analysis for female employees, the value of coefficient (β = -0.208, 0.065) a trend close to significance (p < 0.1), which shows that there is an insignificant and negative effect of perceived high-performance human resource practices (HPHRP) on employee intention to job turnover (IJT).

Mediation of work-life interference between perceived high-performance human resource

practices and employee wellbeing in the workplace (hypothesis-11) shows that WLI is complementary-partially mediating between HPHRP and EWB.

Both direct and indirect effects are significant at (P < 0.01) between HPHRP and EWB.

Therefore, it can be said that perceived high-performance human resources practices (HPHRP) effect on employee wellbeing in the workplace (EWB) can be explained significantly (P < 0.01) via employee work-life interference (WLI). Therefore, hypothesis-11 is accepted.

Mediation of work-life interference between perceived high-performance human resource practices and intention to job turnover (hypothesis-12)

According to [START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF], the rule of thumb mentioned in Figure 4-8, if there is only a significant indirect relationship and no significant direct relation between exogenous and endogenous variables, then there will be a full mediation effect. shows that HPHRP -IJT direct relation (β = -0.017, 0.742) is insignificant but the indirect relation in Table 4-16 (β = -0.09, 0.00) is significant. Thus work-life interference is fully mediating between the HPHRP-IJT. Therefore, hypothesis-12 is accepted.

Moderation of perceived manager support between perceived high-performance human resource practices and work-life interference (hypothesis-13)

The hypothesis sought to ascertain the moderating role of perceived manager support between perceived high-performance human resource practices and work-life interference. The results revealed that MS moderates the relationship of HPHRP and WLI (B= -0.170 t= 3.53 P=.000). At high MS with a standard deviation +1, the HPHRP strongly reduces the WLI of the employee as compared to low manager support at -1 SD (Chart 4-1). Thus, hypothesis-13 is accepted.

Moderation of family and friend support between perceived high-performance human resource practices and work-life interference (hypothesis-14)

The hypothesis sought to ascertain the moderating role of perceived family and friend support between perceived high-performance human resource practices and employee work-life interference . The results revealed that FFS moderates the relationship of HPHRP and WLI (B= -0.143, t= 2.680, P=0.007). At high FFS with a standard deviation of +1, the HPHRP strongly reduce the WLI of the employee, as compared to low family and friend support at -1 SD (Chart 4-2). Therefore, hypothesis-14 is accepted.

Summary of the results

The summary of key results is shown below. We found the following key results in our study:

1-Perceived high-performance human resource practices reduce work-life interference in employees.

Male employees are major beneficiaries of HPHRP compared to female employees (the relationship is positive but insignificant for females)

2-Perceived high-performance human resource practices increase employee wellbeing in the workplace but have no impact on employee intention to job turnover.

3-WLI partially mediates the relationship between HPHRP to EWB and fully mediates the relationship between HPHRP to IJT.

4-Perceived family-friendly work practices have a negative but insignificant relationship with work-life interference. For female employees, we see a highly positive impact of FFWP on work-life balance.

5-

The absence of family-friendly work practices causes no impact on the intention to job turnover.

For the male employee, the absence of FFWP has an insignificant impact on IJT, but the same practices cause a highly significant increase in intention to job turnover for female employees.

6-Work-life interference mediates the relationship between FFWP to EWB and FFWP to IJT.

7-Work-life interference mediates the relationship between HPHRP to EWB and HPHRP to IJT.

8-Perceived managerial support and support received from family and friends moderate the relationship between HPHRP to WLI.

The key results reflect the importance of work-life balance, as the outcome of our study reveals that conflicts between work and life spheres have a significant effect on the wellbeing of employees in the workplace and ultimately end in employee turnover. We also get a reasonable response to the question raised in our theory: why do not all organizations implement familyfriendly work practices in their organizations.

We have divided this chapter into six parts, as indicated in Figure 5.1 A healthy work-life balance (WLB) has been considered a challenge for businesses. The imbalance in different spheres of life leads to the employee's bad-being [START_REF] Haar | Outcomes of work-life balance on job satisfaction, life satisfaction and mental health: A study across seven cultures[END_REF] and a high turnover [START_REF] Fitria | Perceived organizational support and work life balance on employee turnover intention[END_REF]. Work-life interference is a common and cruel reality of our society, which hampers the performance of the employee and accrues health-related costs [START_REF] Danna | Health and well-being in the workplace: A review and synthesis of the literature[END_REF].

The outcome of the study shows that employees working in the banking sector in Pakistan who suffered due to work-life interference and perceived poor work-life balance also perceived poor wellbeing in the workplace; they were less satisfied with their workplace environment, neither enjoying work nor feeling satisfied with their achievements at work.

Employees perceive work-life interference has bad consequences on employee wellbeing in the workplace as the stress levels go up. Employees make more sacrifices in their lives due to high job demands, and ultimately their satisfaction level with their job goes down. The results of our study are consistent with Chapman et al.'s (1994) results that showed that work-family conflicts and role strain causes psychological symptoms, such as stress. Similar results were found in the study by [START_REF] Grzywacz | Quantifying work-family conflict among registered nurses[END_REF] that a lack of balance between an employee's work and personal life is frequently linked to lower psychological and physical wellbeing,

For female employees, we saw that WLI does not impact wellbeing in the workplace, which is not the case for male employees, suggesting that potential mediators should be examined in the indirect relationship. Similar results were also revealed in a study by [START_REF] Barnett | Women's involvement in multiple roles and psychological distress[END_REF] that found that, among employed women, the correlation between role conflict and anxiety was essentially zero and thus had no correlation with wellbeing. The results are puzzling in the case of female employees, as role overload does not impact wellbeing in the workplace. We may link these results with [START_REF] Greenhaus | When work and family are allies: A theory of workfamily enrichment[END_REF] study that found that work and family are not always in conflict; sometimes, skills developed by multitasking help employees to perform other tasks well and can have an added impact on employee wellbeing.

The results of our study of female employees open the door for researchers to further extend the study on working women in different cultures.

Our study revealed that in the situation of more work-life interference, employees intended to search for a new job. Unhappiness and negative health consequences of WLI force employees to reconsider their decision to stay on the job, and thus they are continuously thinking about searching for a better workplace. The result of WLI with employee intention to job turnover is consistent with previous studies [START_REF] Allen | Consequences associated with work-to-family conflict: A review and agenda for future research[END_REF][START_REF] Greenhaus | Career involvement and family involvement as moderators of relationships between work-family conflict and withdrawal from a profession[END_REF]. In the literature, a study by [START_REF] Carlson | Is work-family balance more than conflict and enrichment[END_REF] did not reveal a significant relationship between work-life balance and turnover intentions. However, the researcher in the discussion section declared the insignificant results between work-family balance and turnover intentions as puzzling.

Perceived high-performance human resource practices impact work-life interference and employee outcomes.

Perceived high-performance human resource practices have received a great deal of research attention. Different schools of thought provide different outcomes, some arguing that HPHRP enhances employee and business outcomes [START_REF] Carvalho | Work-to-family enrichment and employees' wellbeing: High performance work system and job characteristics[END_REF] and reduce employee intention to quit the job [START_REF] Jensen | High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions[END_REF], while others demonstrate that HPHRP may lead to more stress amongst employees because of work intensification [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF].

According to our study, perceived high-performance human resource practices have a significant and positive impact on employee wellbeing in the workplace and help to reduce work-life interference. The results are consistent with the previous study of Carvalho and Chambel (2016a), who showed that perceived high-performance human resource practices were negatively related to work-family conflict. In female employees, we did not see this impact in our results. The reason may be that women in our culture (South Asia) are already overburdened due to responsibilities in the home. In such cases, if organizations link financial benefits to performance, then it makes the women's jobs harder, more demanding, and requires more time and effort, which ultimately reduces the positive outcome of perceived high-performance human resource practices on work-life balance and wellbeing. The results of this study are similar to [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF], i.e., that women have negative spillover if they participate in a group incentive scheme, work improvement group, and if their co-workers influence their work effort. Contrary to females, male employees are major beneficiaries of high-performance human resource practices because, in Indo-Pak culture, men are always considered the breadwinners, and for them, it becomes a motivational force if financial benefits are linked with performance. As men's ultimate goal is earning for their families (breadwinner role), they perceive these practices as good, resulting in more wellbeing in the workplace.

Furthermore, results shows that there is no direct impact of perceived highperformance human resource practices on employee intention to job turnover. These results are inconsistent with past single-level research findings by [START_REF] Huselid | The impact of human resource management practices on turnover, productivity, and corporate financial performance[END_REF], [START_REF] Jensen | High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions[END_REF],

and [START_REF] Sarikwal | The impact of high performance work practices and organisational citizenship behaviour on turnover intentions[END_REF], who found that high-performance work practices with more job control reduce employee intention to job turnover. The result are aligned with the study by [START_REF] Wei | Do employees high in general human capital tend to have higher turnover intention? The moderating role of high-performance HR practices and PO fit[END_REF], which established cross-level non-correlation of high-performance HR practices and turnover intention. In that study, it was suggested that potential mediators of the indirect relationship should be examined.

In our model, we checked the mediating effect of work-life interference and found full mediation in our results. We considered employee attitudes that drive intention to job turnover, and the relationship between HPHRP and turnover intentions are likely to be affected by worklife interference as mediators. Our study results were consistent with [START_REF] Fabi | Impact of high-performance work systems on job satisfaction, organizational commitment, and intention to quit in Canadian organizations[END_REF] findings that HPHRP have no significant relation to the intention to quit and are exerted only indirectly, that is, through direct influence upon work-life interference. These results allowed us to better understand the mediating role of work-life interference between HPHRP and intention to job turnover.

Perceived family-friendly work practices impact on work-life interference and employee outcomes.

Work-home interference affects employee wellbeing [START_REF] Van Der Heijden | Work-home interference among nurses: Reciprocal relationships with job demands and health[END_REF]. The current study depicted that family-friendly work practices do not have a direct impact on employee wellbeing in the workplace, but indirectly, through work-life interference, it increases wellbeing amongst employees. Our study results are consistent with the results of [START_REF] Van Der Heijden | Work-home interference among nurses: Reciprocal relationships with job demands and health[END_REF].

In terms of intention to job turnover relationship with family-friendly work practices, we found an insignificant but negative impact. The findings that perceived family-friendly work practices are insignificant but negative predictors of turnover intention have also been reported

by [START_REF] Haar | Work-family conflict and turnover intention: Exploring the moderation effects[END_REF]. [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF] come to a very strong conclusion that family-friendly work practices have no direct and indirect impact on the profitability of the organizations and that the organizations only implement these programs as corporate social responsibility. Our study suggests that although perceived family-friendly work practices have no direct impact on employee wellbeing in the workplace and intention to job turnover, these practices are helpful to reduce work-life interference and then, indirectly, to reduce stress amongst employees and enhance their affective commitment with the organization.

Results of our study reveal that female employees in the banking sector in Pakistan are directly influenced by the absence of family-friendly work practices. We observed a highly significant and negative impact of perceived family-friendly work practices on their (female employees) intention to job turnover. In our multi-group analysis, we found that offering few family-friendly work practices causes more intention to job turnover in female employees, but, on the other side, in male employees, the relationship is weak. It may be because our results discussed above in detail give a view that perceived high-performance human resource practices work as remedies to reduce work-life interference amongst male employees; therefore, even in the absence of family-friendly work practices, they do not consider quitting their jobs [START_REF] Haar | Work-family conflict and turnover intention: Exploring the moderation effects[END_REF]. However, in the case of female employees, we found that perceived high-performance human resource practices have a positive relationship with work-life interference (although the relationship is not significant); therefore, we observed a direct relationship between perceived family-friendly work practices and intention to job turnover only in female employees. Similar results were also reported in a study by [START_REF] Malik | Work/life conflicts and desired work hour adjustments: Banking perspective in Pakistan[END_REF] that showed that women desire a reduction in work hours more than men because of dual responsibilities at work as well as at home. Thus, offering fewer family-friendly work practices causes more intention to job turnover among female employees. In male employees, the relationship is weak, as perceived high-performance human resource practices work to reduce work-life interference amongst them.

Perceived support from home and at work.

Organizations operate in diverse cultural contexts which shape their policies and practices [START_REF] Den Dulk | National context in work-life research: A multi-level cross-national analysis of the adoption of workplace work-life arrangements in Europe[END_REF]. There is a joint family structure in Pakistan. On the one side, living in a joint family system, working women become more overburdened as they are expected to take care of the whole family along with their office assignments. But if within that same joint family system they receive support from family, i.e., help with childcare from grandparents, then women are better able to manage the balance in their work and life spheres. We link this further with female retention to the job. The study supports that the presence of females in the workplace increases in developing countries like Pakistan if they get support from their family and friends, as it is linked with WLI and ultimately with IJT. Similarly, manager support also has a moderating impact on employees in balancing their work and life sphere. According to [START_REF] Greenhaus | When work and family are allies: A theory of workfamily enrichment[END_REF], resources gained at work or non-workplaces ultimately promote a positive work-life balance. Our study supports the view that an unsupportive organizational culture might undermine the effects of good management practice, i.e., HPHRP, on workrelated attitudes and work-life interference. The results of our study are consistent with previous research by [START_REF] Carvalho | Work-to-family enrichment and employees' wellbeing: High performance work system and job characteristics[END_REF], who found a positive relationship between highperformance human resource practices and supervisor support in the workplace and also found a positive relationship between supervisor support and positive work-life enrichment.

Our study results suggest that organizations should invest more in FFWP to support working women, as they are increasingly confronting the challenges of the work-life interface.

The dual responsibilities of work and home can make them feel overburdened, and the situation becomes harder when they are in competition with male employees in the workplace. In such a situation, HR practices which link the economic output with performance, i.e., HPHRP, increase stress among them and cause more work-life interference. Therefore, work-life practices have a stronger impact on their careers as compared to male employees. Men are considered the breadwinners and have less involvement in household responsibilities in South Asian culture [START_REF] Sarwar | An in-depth analysis of women's labor force participation in Pakistan[END_REF], which causes less work-family conflict and less stress in their lives. As a result of this inequality, due to home responsibilities, men have more time to perform their roles at work compared to working women. That is why balancing work and family is often more difficult for working women compared to male employees. This is the reason that initiatives like FFWP are introduced to keep them (females) in the labor force [START_REF] Rehman | Gender and work-life balance: A phenomenological study of women entrepreneurs in Pakistan[END_REF].

Why are all organizations not implementing FFWP?

The focal question raised in our study is why are not all organizations implementing family-friendly work practices for their employees? [START_REF] Bloom | Are family-friendly workplace practices a valuable firm resource[END_REF]. One view is the literature suggests that organizations with more female workers in proportion to males are likely to adopt more FFWP. The research of Konrad and Managel (2000), Perry- [START_REF] Perry-Smith | Work-family human resource bundles and perceived organizational performance[END_REF], and [START_REF] Osterman | Work/family programs and the employment relationship[END_REF], support this hypothesis, but [START_REF] Ingram | Institutional and resource dependence determinants of responsiveness to work-family issues[END_REF] and [START_REF] Bloom | Work-life balance, management practices and productivity[END_REF] results refute this.

Our study provides the logic behind this phenomenon that because HPHRP work as job resources for male employees but creates high job demands for female employees, organizations with more female workers offer more FFWP to counter the high job demand impact of HPHRP. The results of our research are in line with [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF] that employees do not always benefit from HPHRP. Similarly, our research shows that females are not the beneficiaries of HPHRP. Female employees, in particular, may be less willing to take demanding jobs because they still have the responsibility of home carers.

The answer could be that high-performance human resource practices work as an alternative to FFWP for male employees, but females need these programs (FFWP) to balance their work and life. Therefore, in organizations and societies where the dominant labor force is male, the policymakers implement and are more focused on HPHRP than FFWP, which are less present in such organizations. Even the absence of FFWP does not directly impact male employee wellbeing in the workplace and intention to job turnover because they have the alternative of HPHRP. This is not the case for female employees, as they (working women) suffer due to the absence of FFWP and look for jobs if work-life initiatives are not available in the organization. These results of our study provide one explanation for why organizations with male-dominant employees are not more interested in offering FFWP to their employees.

Why do only a fraction of employees actually use FFWP if it's available to them?

Although family-friendly work practices have positive consequences through direct impact, i.e., reducing work-life interference and indirectly impacting wellbeing and intention to job turnover (as reported in our results), only a fraction of employees actually use family-friendly work practices. In fact, some employees may have access to FFWP and choose not to use them [START_REF] Bourdeau | Not all work-life policies are created equal: Career consequences of using enabling versus enclosing work-life policies[END_REF][START_REF] Ollier-Malaterre | Not for everyone: Intra-organisational divides and the stratification of access to work-life policies[END_REF]. Our results suggest that one reason for this may be that other HR practices, i.e., HPHRP, have a positive spillover effect and help employees to cope with work-life interference problems. Hence, they do not use FFWP even if they have access to such programs.

Theoretical implications

Our study has made some significant contributions to the existing available literature. The first contribution of the study is that it empirically tested the components of the model in a collectivist and joint family system where work affects the whole family, which laid the foundations for the differentiating hypotheses suggested later in the study. According to Kossek and Ollier-Malaterre (2013), more detailed research across different cultures is needed, despite the growth in work-family policies.

In the following, we discuss the key theoretical implications of the present study.

High-performance human resource practices vs. family-friendly work practices.

This study is among the first studies in which high-performance human resource practices are examined separately from family-friendly work practices with an effort made to open the black box. Our results support our viewpoint that FFWP should be studied separately from other highperformance human resource management practices. The overlapping impact of HPHRP and FFWP makes the results puzzling. HPHRP, on the one hand, tends to improve employee performance, but, on the other hand, these practices cause high job demands for employees. In contrast, FFWP help to reduce the workload of employees and increase the productivity of the firm; that is why organizations introduce such programs (Konrad & Managel, 2000;[START_REF] Perry-Smith | Work-family human resource bundles and perceived organizational performance[END_REF]. Therefore, we separately studied the impact of these practices (HPHRP and FFWP) on work-life interference in our model.

Perceived high-performance human resource practices impact on work-life interference and employee outcomes.

Perceived high-performance human resource practices have received a great deal of research attention. The potential dark side of HPHRP implementation on an organization's workforce is rarely observed. Our results explain the potential risk of HPHRP on female employees.

Different schools of thought provide different outcomes, some arguing that HPHRP enhances employee and business outcomes [START_REF] Carvalho | Work-to-family enrichment and employees' wellbeing: High performance work system and job characteristics[END_REF] and reduces employee intention to quit the job [START_REF] Jensen | High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions[END_REF]. Others demonstrate that HPHRP may lead to more stress amongst employees because of work intensification [START_REF] White | Highperformance'management practices, working hours and work-life balance[END_REF]. According to [START_REF] Armstrong | A handbook of human resource management practice[END_REF], such HR practices are no more than a case of the "emperor's new clothes" and are considered a "wolf in sheep's clothing".

The current study interestingly supports both schools of thought that HPHRP reduces WLI and adds wellbeing in the workplace, thus behaving as a job resource which ultimately increases the business outcome for employees and supports social exchange theory. 42 Our results also support the second school of thought that, for female employees, the same HPHRP cause high job demand and increases WLI (although the relation is insignificant).

High-performance human resource practices reduce work-life interference in male employees, and they are major beneficiaries of HPHRP (get more resources), but female employees suffer because of HPHRP, as it causes work-life interference (relationship is positive but insignificant for females) and in high work-life interference can lead to high intention to job turnover. The results support the conservation of resource theory, as employees with fewer resources are more likely to experience resource losses and employees with a lack of resources will set up defensive attempts to conserve their remaining resources.

42 Social exchange theory reflects individuals' reactions to what they receive from others [START_REF] Cropanzano | Social exchange theory: An interdisciplinary review[END_REF][START_REF] Gould-Williams | HR practices, organizational climate and employee outcomes: Evaluating social exchange relationships in local government[END_REF][START_REF] Gould-Williams | Using social exchange theory to predict the effects of HRM practice on employee outcomes: An analysis of public sector workers[END_REF].

Based on the social exchange theory, employees reciprocate with a positive attitude and express their enjoyment of the work, because they believe that human resources practices as supporting activities help them have a better working environment and achieve their goals.

According to [START_REF] Karadas | Unraveling the black box: The linkage between highperformance work systems and employee outcomes[END_REF], the issue pertaining to the mechanism linking highperformance human resource practices to the attitudinal and behavioral outcomes of employees is still unresolved.

The job demand resource model identified two main job characteristics, i.e., job demands and job resources [START_REF] Häusser | Ten years on: A review of recent research on the Job Demand-Control (-Support) model and psychological wellbeing[END_REF]. Our research is in line with this theory that female employees perceive more job demands (when organizations implement high-performance human resource practices) due to their dual job responsibilities within their society, which demands them high physical and psychological effort. Thus, for them, even good practices designed to enhance performance may cause an increase in work-life interference. But for male employees, the scenario is different, as, in the Indo-Pak continent, the male is considered the breadwinner and child care/elder care is not his primary responsibility. Therefore, he perceives high-performance human resource practices as job resources and ultimately has extra time to immerse himself in the job and perform well. Ultimately, he gets satisfaction in the workplace.

Further, the results support the viewpoint regarding the inconsistency of highperformance human resource practices outcomes and the negative spillover of these practices on employees' lives (Carvalho & Chambel, 2016a;[START_REF] Han | Do high performance work systems generate negative effects? How and when?[END_REF], which helps to understand the mechanism of HR practices.

Family-friendly work practices impact on work-life interference and employee outcomes.

Family-friendly practices are the HR initiatives offered by organizations aimed at increasing employee control over schedules and thus substantially reducing work-life interference [START_REF] Chou | Family-friendly policies in the workplace and their effect on work-life conflicts in Hong Kong[END_REF]). We will discuss how the results of our study regarding these perceived family-friendly work practices add to the theory and literature.

While elaborating on job demand resource theory, the second job characteristic, "job resources", refers to those aspects of the job that helps in reducing high job demands [START_REF] Bakker | The job demands-resources model: State of the art[END_REF]. According to [START_REF] Schaufeli | Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study[END_REF], the presence of more job resources in the workplace leads to more job engagement. Employees who have access to more resources are better able to cope with stress-like situations, and they probably experience fewer adverse outcomes [START_REF] Hobfoll | Social and psychological resources and adaptation[END_REF]. But in the same workplace, unequal distribution of resources may create demotivation among employees. The results of our research show that male employees have more resources to cope with work-life interference compared to female employees. This unequal distribution of resources may cause inequality and lack of justice, and the outcome can be more intention to job turnover among female employees. The absence of family-friendly work practices increases the work-life interference (specifically among female employees) and supports the conservation of resource theory. Assisting workers in reducing work-life conflict is seen as both critical for the company and valuable for society as a whole [START_REF] Carlson | Is work-family balance more than conflict and enrichment[END_REF]. It is primarily a current challenge for the new generation living with high technology who balance their work and family life [START_REF] Halpern | Psychology at the intersection of work and family: Recommendations for employers, working families, and policymakers[END_REF]. It is important in such situations for organizations to offer more FFWP and support to employees who have dual responsibilities in society. This study is a good addition to the literature as it stresses the importance of family-friendly work practices, more specifically for female employees with dual responsibilities. Our study explored the unclear role of family-friendly work practices and replied to the focal question raised by [START_REF] Bloom | Are family-friendly workplace practices a valuable firm resource[END_REF] concerning why don't all organizations implement family-friendly work practices for their employees?

Work-life interference impacts on employee wellbeing in the workplace and intention to job turnover.

Role stress theory is based on the scarcity approach in which humans perform multiple roles with limited time and energy [START_REF] Greenhaus | Sources of conflict between work and family roles[END_REF]. Work-life interference research has been greatly dominated by role theory. Our research results are in line with role theory, which has the central idea that work-life interference is caused by having several jobs that are incompatible with one another and which put people under constant strain and raise their stress levels. This causes bad-being in the workplace and motivates employees to search for other jobs, causing a drain of resources. Our study reveals that employees perceive worklife interference has negative consequences on employee wellbeing in the workplace as the stress level goes up. Employees make more sacrifices in their lives due to high job demand, and ultimately their satisfaction level with their job experience goes down. This study is in line with theories and empirical evidence and supports the idea that combining work and non-work responsibilities frequently creates more demands than one can handle, resulting in overburdening and stress [START_REF] Kahn | Organizational stress: Studies in role conflict and ambiguity[END_REF]. The results are puzzling in the case of female employees, as role overload does not impact their wellbeing in the workplace. There are some studies that reveal that sometimes more engagement in multiple roles often have benefits and do not always have detrimental effects on the role performer [START_REF] Barnett | Women's involvement in multiple roles and psychological distress[END_REF][START_REF] Greenhaus | When work and family are allies: A theory of workfamily enrichment[END_REF], which challenges the role theory of scarcity. According to [START_REF] Barnett | Women's involvement in multiple roles and psychological distress[END_REF], the expectation that employed women are especially vulnerable to role strain leading to decrements in wellbeing is not substantiated.

The results support that offering more FFWP help employees reduce WLI and ultimately helps in good wellbeing in the workplace and reduces the intention to job turnover. The use of social exchange and gift exchange theories have also been used to explain this positive impact on wellbeing and commitment to staying with the organization. This study is in line with the results of [START_REF] Hauff | Further exploring the links between highperformance work practices and firm performance: A multiple-mediation model in the German context[END_REF], who posit that profit-based pay, clear career paths, and employment security not only foster motivation among employees but also result in increased employee effort, satisfaction, and commitment by showing that employees are valued by the firm, which supports the social exchange theory.

Perceived support from home and at work impact on work-life interference.

In support of social exchange theory, the study contributes to the management literature regarding the importance of manager support for organizations. According to [START_REF] Greenhaus | When work and family are allies: A theory of workfamily enrichment[END_REF], resource gains at work or non-workplace ultimately promote a positive worklife balance. Our study supports the view that an unsupportive organizational culture might undermine the effects of good management practice, i.e., HPHRP on work-related attitudes and work-life interference. The research results also support moderators like manager support and family and friend support, which makes a significant addition to the theories and literature on employee wellbeing and intention to job turnover. There is evidence that employers who care about decreasing employee work-life interference have a favorable influence on employee motivation and retention [START_REF] Farivar | Work family online networking and family to-work conflict: friends or foes? Paper presented at the the 11th International Conference on Occupational Stress and Health[END_REF] and employee attitudes like organizational commitment and job satisfaction [START_REF] Kim | Work-life balance and employees' performance: The mediating role of affective commitment[END_REF][START_REF] Shanafelt | Burnout and satisfaction with work-life balance among US physicians relative to the general US population[END_REF]. The results of our study show that the moderating impact of perceived manager support on employees to balance their work and life sphere are consistent with the previous research of [START_REF] Carvalho | Work-to-family enrichment and employees' wellbeing: High performance work system and job characteristics[END_REF].

There is a joint family structure in Pakistan; on the one side, living in the joint family system, working women become more overburdened, as they are expected to take care of the whole family along with their office assignments. But if they receive support from family in that same joint family system, i.e., help with childcare from grandparents, then it helps them manage the balance in their work and life spheres. We linked this with female retention to the job. The study supports that female workers' presence in the workplace only increases in developing countries like Pakistan if they get support from their family and friends, as it links with WLI and ultimately with IJT.

Practical implications

For personnel researchers, behavioral scientists, management practitioners, and organizations, the findings of this study have various practical consequences. Even after a lot of development in the 21 st century, females are considered the main home carers. Besides their paid jobs, they are also responsible for taking care of the family, including the husband and his parents (in South Asian culture). The hard-core reality is that in Pakistan, women are suffering from market discrimination [START_REF] Sadaquat | Employment situation of women in Pakistan[END_REF].

Practically our study provides justification for organizations to offer FFWP to their employees. By offering more friendly HR practices, organizations can help employees cope with stress-like situations, increase their satisfaction at work, and raise their commitment level to the organization, ultimately decreasing the brain drain.

The main question, "Why don't all organizations offer FFWP" is answered in our results. According to our results, in male-dominant organizations, which operate in a culture where males are considered the breadwinners and are less tied up with home responsibilities, the absence of FFWP has a weak impact on work-life interference for male employees and an insignificant impact on intention to job turnover, as well as employee wellbeing in the workplace. Thus, organizations consider it a drain of resources if they offer FFWP. This does not mean that in male dominant societies, the work and life of employees are always in balance, but in situations of conflict between different spheres of life, high-performance human resource practices help to reduce the negative spillover.

Although Pakistan is a male dominant country and has developed a road map, "Vision 2025", with a target of an increased female labor force participation from its current level of 25% to 45% by 2025 [START_REF] Amir | Female labor force participation in Pakistan; What do we know?[END_REF], with rising numbers of females in the labor force, organizations need to offer FFWP, as working females in society are overburdened with to dual responsibilities. The employee with dual responsibility needs more resources and support programs than others to compete with those employees whose sole responsibilities are as breadwinners. The rising trend of females in the workforce is alarming for organizations who are not offering FFWP, as females are more affected in the absence of such HR practices, and this causes more intention to job turnover. Contrary to male employees, HPHRP does not help female employees in reducing negative spillover of work-life interference. Therefore, in the future, organizations have to plan to offer more FFWP, in light of Pakistan's "Vision 2025", and adopt such practices as a competitive advantage over competitors. Our study stresses that without offering equal resources, it is not possible for working women to compete with male employees. Unequal distribution of resources or no access to resources causes demotivation amongst employees and causes IJT. According to [START_REF] Kossek | Work-life policies: Linking national contexts, organizational practice and people for multi-level change[END_REF], if FFWP are not fully assessed, then these practices can sometimes have unintended and even negative consequences.

The main practical implication of our study is that it creates a ground where employers and employees can negotiate before investing in HPHRP and FFWP. This will help to stop the illogical distribution of resources among employees. This study especially opens the gates for female employees to negotiate for family-friendly work practices with management to counter the negative impact of high-performance human resource practices (see Table 4.22).

An organization may offer more family-friendly work practices to their employees, but if these practices are offered without negotiation with employees, then this may cause a drain of resources. According to Ollier-Malaterre and Andrade (2016), most of the time, organizations offer FFWP, but employees do not utilize them. For example, a growing workfamily policy for unmarried employees can be a part-time job or compressed weeks so that they enjoy a more social life after their job. Similarly, for women in the Indo-Pak continent, a growing work-family policy can be night transport from the workplace to home to ensure public safety [START_REF] Raian-Rankin | Do work-family policies really "work"? Evidence from Indian call centres[END_REF]. However, if an employer offers night transport to male employees or employees living in secure urban areas may cause a drain of resources. Thus, our study lays down a foundation for both human resource divisions and employees to negotiate work-family practices according to their needs and choice.

The study also set a guiding principle that more FFWP should be offered to female workers in a country like Pakistan, where working women have more extra responsibilities from the family side. HPHRP in the workplace causes more job demand, and this work pressure causes work-life interference. More work-family practices are needed to make their lives easier.

They would then be able to compete with male employees in a dominant male society. The study supports that human resource managers must act quickly and adopt such policies to reduce demotivation and IJT, enhance retention ratio, and identify how to improve the wellbeing of banking professionals (especially female employees) because employee wellbeing has become a decisive element for the long-term viability, growth, and success of an organization. This is an unpredictable issue that is affected by components like socioeconomics and innovation. The Be that as it may, there is some cross-over between the levels since they are not isolated elements. The drives referenced depend on the Conservation of resource theory (COR) [START_REF] Hobfoll | Conservation of resources: a new attempt at conceptualizing stress[END_REF] and the possibility that associations, families, and people who have a high asset supply can withstand future unpleasant occasions and bounce back and acquire assets when going up against emergencies contrasted with individuals with fewer assets (Holohan & Moos, 1990). Expanding on COR theory [START_REF] Hobfoll | Conservation of resources: a new attempt at conceptualizing stress[END_REF], the motivation behind this examination was to analyze the joint impact of two individual assets (i.e., versatility and balance between fun and serious activities) on work-family struggle and advancement. The utilization of these two assets may empower directors to plan successful intercessions for wellbeing experts.

Another practical implication of our study is that manager support at work plays a vital role in reducing work-life interference when high-performance human resource practices increase high job demands at work as formal policies and FFWP are not enough to minimize work-family interference, as suggested by [START_REF] Gözükara | The impact of manager support and work-family conflict on job satisfaction[END_REF]; therefore, the support of a manager, i.e., understanding an employee's familial responsibilities, results in enhanced cognitive resources employees and help them manage stress and also moderate the 3-High-performance human resource practices, no doubt, increase the performance of employees but can also cause high job demand in some employees who are already overburdened due to dual responsibilities at home and work. Such employees need special attention to strengthen their wellbeing. In such cases, more family support practices could be offered to employees to help them compete with other employees and balance the high job demand impact of HPHRP.

4-Provide employees with equal resources to compete. Otherwise, the wellbeing of those who lack the resources (especially female employees) can be affected. Female employees are at a disadvantage against their male partners with similar education and careers (H. [START_REF] Kim | The effects of family-friendly practices and gender discrimination on job attitudes: The moderating role of supervisor support[END_REF]. In such situations, female employees need more attention and resources, i.e., more supportive programs and manager support at the workplace.

5-There is strong evidence suggesting that male employees outperform compared to working women in a competitive environment [START_REF] Gneezy | Gender and competition at a young age[END_REF]. The current study can also help organizations understand the new types of gender discrimination. Not providing extra support programs to female employees to counteract the negative impact of HPHRP also restricts them from competing with male employees in the workplace (HPHRP work as support practices for male employees but not for female employees. See Table 4.20 and 4.21). Gender discrimination reduces working women's morale and loyalty and worsens their stress level in the workplace (H. [START_REF] Kim | The effects of family-friendly practices and gender discrimination on job attitudes: The moderating role of supervisor support[END_REF].

Strengths of the research

The care is both the responsibility of mother and father, so they set boundaries accordingly. But in the Indo-Pak continent, still, mothers are considered solely responsible for childcare, and similarly, females are involved in more unpaid jobs that are not counted as work. Therefore, the work boundaries are set differently. To keep this in mind, we used the questionnaire designed by [START_REF] Shah | Development of a bi-directional and multi-dimensional measure of work-life balance[END_REF] to measure work-life interference, which was more suitable for an Indian continent culture; this is again the strength of our study.

Limitations and future research

Besides opening many avenues, the current study also has some potential limitations. Pakistan is a developing nation, and the female ratio in the workforce is increasing with the passage of time. Still, compared to developed nations, there is less female presence in the workforce. In Pakistan, women mostly prefer to stay at home to take care of their families. Sometimes it is voluntary, and sometimes it is due to pressure from a society that restricts them from joining the workforce. In our data, the ratio of females (17.3%, Table 3.3) basically shows the overall ratio of the female labor force in these big five banks (13%, Table 3.1). Women experience greater work pressure than men on a similar occupational level and in organizations with similar characteristics [START_REF] Russell | The impact of flexible working arrangements on work-life conflict and work pressure in Ireland[END_REF]. The few numbers of female representation in our data is one drawback of the research. Future studies could enhance this ratio.

In our research, we collected data from the big five banks in Pakistan and data from three major cities, Islamabad, Karachi, and Lahore (urban areas). Life in rural areas and small towns are different with different sub-cultures. The competition is less in small cities as compared to big cities, which changes the dynamics of variables. It is recommended that, in the future, the same research should be conducted in small cities and extend the data collection from small banks.

In our research, dependent as well as independent variable data were collected through self-report. The results of this study may be limited, which may cause biasedness. Although we checked the CMV in our data, it is recommended for future research that data also be collected from HR managers/ supervisors regarding HR policies/practices.

The data was acquired from bank employees who work for five big banks in the financial sector industry in Pakistan. The outcomes of this study were also constrained. As a result, it is probable that the findings will not be able to be generalized and applied to other organizations. Despite this constraint, the findings may be applicable to larger groups of employees and may be relevant to similar jobs and professions in similar organizations.

The current study's findings only investigated one-way causal effects, which may limit This research is quantitative in nature, and a survey research methodology was adopted;

data were collected from a limited number of employees due to time constraints. In the current research, the data was collected online with a specified questionnaire offering a limited range of options. However, using qualitative research, we are better able to see the point of view of the actor [START_REF] Bryman | The debate about quantitative and qualitative research: A question of method or epistemology[END_REF]. Qualitative research offers a better way to obtain responses from respondents and helps better understand the variables. Qualitative research could also be conducted, or a combination of both qualitative and quantitative could enhance the approach of the study and add significant literature and results. Further, the application of experience sampling methodology (ESM) to work and family studies could be beneficial. ESM "allows for a longitudinal study of the type and causation directionality among the constructs examined" [START_REF] Uy | Using experience sampling methodology to advance entrepreneurship theory and research[END_REF]. This method is used to record participants' thoughts, feelings, moods, behaviors, and motivational self-assessments at various times and in various situations during their daily activities in their natural surroundings (Stone & Shiffmann, 1994).

Future research could also be extended to cross-culture comparison of results and expand the avenue of the study to different countries or even continents. It would be more interesting to compare the results of different cultures. If the researcher had enough time, the data could be collected across regions, and a comparative study could be implemented. Mots clés : Pratiques de GRH par la haute performance, pratiques de GRH en soutien à la conciliation vie professionnelle / vie personnelle, interférences travail / hors travail, bien-être, intention de départ.

Résumé:

Cette recherche examine les effets des pratiques de ressources humaines à haute performance [START_REF] Irawanto | Work from home: Measuring satisfaction between work-life balance and work stress during the COVID-19 pandemic in Indonesia[END_REF][START_REF] Ngo | Family-friendly work practices, organizational climate, and firm performance: A study of multinational corporations in Hong Kong[END_REF]. Ce manque de preuves claires peut dissuader certains employeurs de mettre en oeuvre le véritable esprit de la FFWP.

Le scénario de travail actuel est marqué par une pression intense, des délais constants, une utilisation [START_REF] Zafar | The banking sector of Pakistan: The case of its growth and impact on revenue generation 2007 to 2012[END_REF]. Depuis la nationalisation des banques en 1974, le système bancaire moderne a subi de nombreux ajustements pour répondre aux besoins d'un tel pays en développement [START_REF] Zaidi | Issues in Pakistan's economy[END_REF]. D'importantes réformes réglementaires du secteur bancaire ont été mises en oeuvre en 1991 sous la forme d'une privatisation afin d'améliorer les services aux consommateurs et de développer un marché concurrentiel. En raison de la dénationalisation des banques, les survivants des licenciements ont vu leur charge de travail augmenter du fait qu'ils ont absorbé les responsabilités de leurs collègues qui avaient été licenciés [START_REF] Fong | New development concerning the effect of work overload on employees[END_REF]. La plupart des employés travaillent plus de dix heures par jour au détriment de la vie sociale et familiale, ce qui a provoqué la frustration des employés [START_REF] Kartio | Privatization of banking sector in Pakistana case study of MCB Bank Limited[END_REF]. Un autre effet notable de la privatisation du secteur bancaire pakistanais est l'émergence d'un système dans lequel les employés perçoivent leur emploi comme précaire, ce qui les motive à chercher un nouvel emploi (intention de turn-over). Ainsi, une situation difficile a été créée pour la direction de la banque de consommation au Pakistan pour retenir les employés (Dawn Newspaper, 2006). Ces conditions me motivent à étudier ce secteur pour mon doctorat.

Titre : Les effets des pratiques de management des ressources humaines sur l'interférence entre vie professionnelle-vie personnelle et ses effets.

Mots clés : Pratiques de GRH par la haute performance, pratiques de GRH en soutien à la conciliation vie professionnelle / vie personnelle, interférences travail / hors travail, bien-être, intention de départ.

Résumé:

Cette recherche examine les effets des pratiques de ressources humaines à haute performance In addition, we examine the moderating influence of support from managers, family and friends. Our problem statement is: how do FFWP and HPHRP influence the work-life interference and its outcomes, i.e., the wellbeing of employees in the workplace and their intention to leave the job? The research was conducted in both public and private sector banks in Pakistan. Data collection (322 respondents; 82.6% male, 17.4% female) of bank employees working in Pakistan (employees, middle and top-level management) was gathered through an online questionnaire.

The partial least square (PLS-SEM) approach is employed to assess the research model. The results show that the two HRM practices studied -HPHRP and FFWP -have a significant positive effect on work-life interference. FFWP is significantly associated with turnover intention, but not with employee well-being. In contrast, HPHRP is significantly associated with employee well-being, but not with turnover intention. Managers' support and support from family and friends act as moderators. We also show that if the absence of FFWP does not affect male employees' intention to leave the job (IJT), this absence significantly increase female employees' IJT. These results help to understand which management practices can support sustainable performances for women.

  to thank the IGR IAE-Rennes and the Center for Research in Economics and Management (CREM) for their support in approving conference funding and creating a positive research environment where ideas could be shared and discussed. I gratefully acknowledge the funding sources that made my PhD work possible. I was funded by the Higher Education Commission (HEC) of Pakistan. I am also thankful to Campus France, LE CROUS Rennes, and the Government of France for unconditional support during my stay in France. I would like to offer my espcial thank to Odile SOULARD, Sophie BERNARDINI and Hélène JEAN for their administrative support during my study period in Univeristy. During my PhD journey, I met so many good people. I could not have finished this journey without their help. They supported me a great deal during what was perhaps the most challenging period of my life. From the bottom of my heart, I would like to thank them, especially Dr Dildar HUSSAIN, Dr Akib WARRAICH, Dr Tanveer AHSAN, Dr Farooq, Dr Yasir Mansoor KUNDI, Dr Shuaib SOOMRO, Dr Mir DOST, Fazal TAREEN, Dr Saqib Ullah KHAN, Sajjad-u-REHMAN, Abdul AZIZ, Dr Saqib and Dr Sihem MAMMAR EL HADJ.

  ...................................................... TABLE 2-1 THE BLACK BOX AND HPHRP ................................................................................ TABLE 2-2 HPHRP AND THEIR DIMENSIONS .......................................................................... TABLE 2-3 SUMMARY OF PROPOSED HYPOTHESES............................................................. TABLE 3-1 TOTAL POPULATION .............................................................................................. TABLE 3-2 BANK SELECTION ...................................................................................................

TABLE 4 -

 4 5 CONSTRUCT RELIABILITY RESULTS ................................................................. TABLE 4-6 DISCRIMINANT VALIDITY (FORNELL-LARCKER CRITERION) .................... TABLE 4-7 DISCRIMINANT VALIDITY (CROSS LOADING) ................................................. TABLE 4-8 DISCRIMINANT VALIDITY HETROTRAIT-MONOTRAIT (HTMT ) ................. TABLE 4-9 CORRELATIONS ....................................................................................................... TABLE 4-10 RESULTS VIF ............................................................................................................ TABLE 4-11 PATH ANALYSIS BY SMARTPLS (BOOTSTRAPPING AT 5000 SAMPLE). ..... TABLE 4-12 RESULTS R-SQUARE ............................................................................................... TABLE 4-13 RESULTS F-SQUARE ............................................................................................... TABLE 4-14 RESULTS Q-SQUARE OF LATENT VARIABLES (BLINDFOLDING TEST) ..... TABLE 4-15 MEDIATION HYPOTHESIS ..................................................................................... TABLE 4-16 RESULTS INDIRECT EFFECTS ............................................................................... TABLE 4-17 RESULTS DIRECT EFFECTS ................................................................................... TABLE 4-18 MEDIATION RESULTS ............................................................................................

FIGURE 1 - 1

 11 FIGURE 1-1 CHAPTER 1 OUTLINES ..............................................................................................

FIGURE 2 - 1

 21 FIGURE 2-1 CHAPTER 2 OUTLINES .............................................................................................

FIGURE 2 -

 2 FIGURE 2-2 HYPOTHESIZED RESEARCH FRAMEWORK. .......................................................

FIGURE 3 - 1

 31 FIGURE 3-1 CHAPTER 3 OUTLINE ................................................................................................

FIGURE 3 -

 3 FIGURE 3-2 LABOR FORCE PARTICIPATION IN PAKISTAN (1992-2014) ............................

FIGURE 4 - 1

 41 FIGURE 4-1 CHAPTER 4 OUTLINES ...........................................................................................

FIGURE 4 -

 4 FIGURE 4-2 INNER VS OUTER MODEL IN AN SEM ................................................................

FIGURE 4 -

 4 FIGURE 4-3 REFLECTIVE V/S FORMATIVE MODEL ...............................................................

FIGURE 4 -

 4 FIGURE 4-4 1ST STEP (REPEATED INDICATOR APPROACH) ...............................................

FIGURE 4 -

 4 FIGURE 4-5 USING A BUILD-UP APPROACH ...........................................................................

FIGURE 4 -

 4 FIGURE 4-6 RESULTS OF SEM WITHOUT MODERATING VARIABLES ..............................

FIGURE 4 -

 4 FIGURE 4-7 RESULTS OF SEM WITH MODERATING VARIABLES ......................................

FIGURE 4 -

 4 FIGURE 4-8 STRUCTURAL MODEL WITHOUT MODERATORS ............................................

FIGURE 4 -

 4 FIGURE 4-9 RULE OF THUMB (HAIR JR. ET AL., 2016) ..........................................................

FIGURE 4 -

 4 FIGURE 4-10 MODERATION OF PERCEIVED MANAGER SUPPORT AT WORK ..................

FIGURE 4 -

 4 FIGURE 4-11 MODERATION OF PERCEIVED FAMILY AND FRIEND SUPPORT .................

FIGURE 4 -

 4 FIGURE 4-12 SIGNIFICANT PATH OF MALE EMPLOYEE MODEL .........................................

FIGURE 4 -

 4 FIGURE 4-13 SIGNIFICANT PATH OF FEMALE EMPLOYEE MODEL ....................................

FIGURE 5 - 1

 51 FIGURE 5-1 CHAPTER 5 OUTLINE ..............................................................................................

  i.e., employee wellbeing in the workplace and employee intention to job turnover; with theoretical support, we will carry out a thorough and intensive study of previous literature that contributed towards a better understanding of the research problem. This covers the literature used to structure hypothetical establishments and research inquiries. The rationale for the selection of different constructs to be studied in this research is detailed. Chapter 2 discusses the development of the conceptual framework of relationships between HR practices, i.e., family-friendly work practices (FFWP), perceived highperformance human resource practices (HPHRP), and dependent constructs, i.e., work-life interference (WLI), employee wellbeing in the workplace and employee intention to job turnover. The conceptual framework is established for the development of the hypotheses in order to adequately analyze the research problem at hand. Chapter 3 contains a description of the methodological approach implemented in this study and includes a general introduction of the research context, techniques used to address the research problem and data collection, and selection and adaptation of measurement scales.

Figure 1

 1 Figure 1-1 Chapter 1 outlines

  see work-life balance as consisting of time balance, involvement balance, and satisfaction balance.[START_REF] Frone | Work-family balance[END_REF] conceptualizes worklife balance as a state where individuals' work and family lives experience little conflict while enjoying substantial facilitation. According to[START_REF] Voydanoff | Work demands and work-to-family and family-to-work conflict: Direct and indirect relationships[END_REF], work resources meet family expectations, and family resources meet work demands, resulting in effective engagement in both domains.Greenhaus et al. (2006) conclude that each individual sets priorities in his or her life spheres and work-life balance refers to how well they execute these tasks and their level of happiness with work and life in comparison to their expectations.

(

  [START_REF] Soomro | Relation of work-life balance, work-family conflict, and family-work conflict with the employee performancemoderating role of job satisfaction[END_REF] Teaching faculty serving in public

  general, positive correlations between work and family variables determine spillover; if an individual is content with their job life, it will improve their family life satisfaction. Work to family enrichment and family to work enrichment are two examples of positive spillover. According to[START_REF] Greenhaus | When work and family are allies: A theory of workfamily enrichment[END_REF], when work experience improves the quality of non-work life, it is called work to family enrichment, and when family experience improves the quality of work-life, it is called the family to work enrichment.

  work-life interference along with the impact of moderators, i.e., perceived manager support and perceived family/friends support. The chapter reviews the relationship between how employees perceive high-performance human resource practices (HPHRP), family-friendly work practices (FFWP) with work-life interference (WLI), employee wellbeing in the workplace (EWB), and employee intention to job turnover (IJT). Although FFWP are part of HPHRP, to open the black box, we have separated family-friendly work practices from high-performance human resource practices. The current chapter is an effort to explain family-friendly work practices and good practices, i.e., high-performance human resource practices. Do these practices work as mutual gains

Figure 2

 2 Figure 2-1 Chapter 2 outlines

(

  2016) conducted research on two European multinational firms to investigate to what extent employees are aware of and have access to the family-friendly work programs. They

  has been longstanding interest in identifying basic causes behind work and non-work life interference. Job-related factors such as long working hours, short work deadlines, and unsupportive supervisors have all been shown to influence perceptions of work and non-work-life balance among employees[START_REF] Allen | Work-family conflict among members of full-time dual-earner couples: An examination of family life stage, gender, and age[END_REF]. Research also shows that different types of working arrangements are effective in balancing these two spheres of life, i.e., flexible working practices. Organizations need to show respect for their employees' other life engagement and create an atmosphere that allows them to fully participate in non-work-life activities. Therefore, our hypothesis is based on the viewpoint that such friendly HR practices help employees balance their different spheres of life. Hypothesis 3: Family-friendly work practices negatively relate to work-life interference.

Hypothesis 6 :

 6 Work-life interference mediates the relationship between family-friendly work practices and employee wellbeing in the workplace. Hypothesis 7: Work-life interference mediates the relationship between family-friendly work practices and employee intention to job turnover.

  internally consistent (alignment among HR practices) and externally consistent (alignment to organizational strategy) that include selective staffing, self-managed teams, decentralized decision making, extensive training, flexible job assignments, open communication, and performancecontingent compensation.[START_REF] Kramar | Human resource Management in Australia: Strategy people performance[END_REF] suggest that HPHRP are the policies and practices involved in carrying out the 'HR' aspects of a management position; these policies and practices include human resource planning, job analysis, recruitment, selection, orientation, compensation, performance appraisal, training and development, and labor relations. According to[START_REF] Snell | Managing human resources: Nelson Education[END_REF], high-performance human resource practices are a specific combination of practices, work structures, and processes that maximize employee knowledge, skill, commitment, and flexibility.

Figure 2 -

 2 Figure 2-2 demonstrates the research framework of our dissertation, while Table2-3demonstrates the proposed hypotheses of the study. As can be seen in Figure2-2, both perceived high-performance HR practices and family-friendly work practices are hypothesized to predict work-life interference and to employee outcomes, namely employee wellbeing. To open the black box of HPHRP and observe the true impact of FFWP, we separated both the HR practices and checked how these practices are associated with the employee outcome. Based on the social exchange theory, we hypothesize that employees reciprocate with a positive attitude and express their enjoyment of the work because they consider human resources practices as supporting activities that help them have a better working environment and achieve their goals.

Figure 2

 2 Figure 2-2 Hypothesized research framework. Note: Dotted lines represent indirect paths.

  Fig 3.1.

Figure 3

 3 Figure 3-1 Chapter 3 outline

  24 https://pbs.gov.pk/sites/default/files/Pakistan%20Employment%20Trend%20%20Reprt%202018%20Final.pdf 25 Data taken from Pakistan Bureau of Statistics(Employment Trends Report -2018)

Figure 3 2 -

 32 Figure 3-2 Labor force participation in Pakistan (1992-2014)

4 - 5 -

 45 Increase in cost of living: In Pakistan, inflation with a new base year increased by 14.56% in January 2020 (Pakistan Bureau of Statistics PBS) 30 , which put pressure on common people to work extra hours or at some part-time job to earn more money to fulfill the economic needs of the family. According to[START_REF] Nadeem | The impact of work life conflict on job satisfactions of employees in Pakistan[END_REF], monthly expenditures increased because of the higher rate of inflation and to maintain the standard of living, both husbands and wives now have to work to generate more income. This results in spending less time with family and causes an imbalance between work and lives of people in Pakistan. Globalization and technological development: Due to the global extension of business, employees need to be in touch with relevant people in various time zones, and thus work is not only limited to the workplace. Extended working hours and working from home cause more interference between the work domain and the life domain (WLI), potentially leading to more stress among individuals. In a competitive environment, some organizations want an employee to be accessible at all times, even answering emails late at night from bosses; it is hard for people to find a healthy worklife balance. Extended working hours and a highly stressful job hamper a person's ability to harmonize work and family time and are associated with health risks.

  of consumer banking in Pakistan to retain employees (Dawn Newspaper report, 2006) 31 . The dynamic work environment (high competition after privatization, adoption of new technologies, and constantly changing objectives, procedures, and goals), as well as work-life balance difficulties and current HRM challenges, are the reasons for choosing the bank sector as the population for this study.

2 - 1 =

 21 Employee intention to job turnover (IJT)3-Work-life interference (WLI)Employee wellbeing in the workplace (EWB) Among the organizations, the term work wellbeing is prevalent. According to[START_REF] Zheng | Employee well-being in organizations: Theoretical model, scale development, and cross-cultural validation[END_REF], general wellbeing and wellbeing at work are not the same. Wellbeing in the workplace is far different from general life situations.[START_REF] Zheng | Employee well-being in organizations: Theoretical model, scale development, and cross-cultural validation[END_REF] developed a measure of workplace wellbeing in the context of Eastern culture and demonstrated desirable reliability and validity. Their main viewpoint was that due to the East's and West's different cultures, researchers think differently about wellbeing. Western cultures emphasize the importance of environmental mastery, autonomy, and personal emotions in wellbeing. In contrast, Eastern culture places greater emphasis on harmony and social values in achieving a higher level of wellbeing.Therefore,Zheng et al.'s (2015) scale measured target employees' work wellbeing in their work areas with the six-item subscale of employee wellbeing since it illustrates individuals' perceptions of their wellbeing in the workplace. Items were scored on a 5-point Likert scale (strongly disagree, 5 = strongly agree). There are 6-items on this scale. 1-"I am satisfied with my work responsibilities." 2-"In general, I feel fairly satisfied with my present job." 3-"I find real enjoyment in my work." 4-"I can always find ways to enrich my work." 5-"Work is a meaningful experience for me." 6-"I feel satisfied with my work achievements in my current job."

4 -

 4 Is your appraisal influenced by how hard you work? B-Group working based high-performance human resource practices (GrHPHRP) 1-Do you work in a group? (Combine tasks) 2-Do your coworkers influence "how hard you work"? 3-Do you take part in a "work improvement group" or "quality circle"? 4-Does your pay depend partly on the "performance of the workgroup"? C-Performance-related pay based high-performance human resource (PrHPHRP) 1-Does part of your pay depend on your own performance? 2-Does part of your pay depend on the performance of the workplace or organization? 3-Your organization has a profit-sharing or share scheme. 4-Are your pay incentives influenced by how hard you work? 5-In your organization, pay increases are given to the employees who work hard and perform well? (Merit pay).

2 - 3 - 4 - 6 -

 2346 Online surveys save a lot of time and effort to quickly create, administer, collect, and analyze surveys. They are straightforward and convenient for respondents to complete surveys online.Participants can fill out questionnaires when they choose to and start and stop a survey at their leisure. Administering surveys through an online system increases accessibility. You can send a link to the survey via email and set up subsequent reminders through the online feedback management system. Respondents then have various ways to access the questionnaire, including mobile devices, tablets, laptops, desktop computers, etc. 5-You can send a survey to thousands of people as quickly as you can send a survey to one participant. An advantage of using online surveys is that they provide respondent anonymity. Once confidentiality is assured, participants feel more comfortable providing open and honest feedback. It positively impacts response and completion rates, which are vital to the survey's success.

  ) The assessment of the measurement model; and (2) The assessment of the structural model. Overall, model validation aims to determine whether both the measurement and the structural model meet the quality criteria for empirical research (Urbach & Ahlemann, 2010). The following subsections discuss the guidelines used in this dissertation to assess both measurement and the structural model. There are two sub-models in SEM, i.e., the inner model and the outer model. 1-Inner model: This model specifies the relationship between the independent and dependent latent variables. 37 This model is called a structural model. 2-Outer Model: This model specifies the relationship between the observed indicators 38

  Figure 4.1.

Figure 4

 4 Figure 4-1 Chapter 4 outlines

GrHPHRP

  WLI = Perceived work-life interference, EWB = Employee perceived wellbeing in the workplace, IJT = Employee intention to job turn over, ApHPHRP = Appraisal systems based highperformance human resource practices, GrHPHRP = Group working based high-performance human resource practices, PrHPHRP = Performance-related pay based high-performance human resource.

  Figure 4-4 1st step (repeated indicator approach)

  Fig 4.7.

Figure 4

 4 Figure 4-5 Using a build-up approach

4 . 4

 44 Figure 4-8 Structural model without moderators

Figure 4 - 9

 49 Figure 4-9 Rule of thumb (Hair Jr. et al., 2016)

  checked the validity of the moderating variable while assessing the measurement model; therefore, we directly checked the moderating effect of family and friend support on the relationship between HPHRP and WLI through a two-stage approach in SmartPLS-3.2, as shown inFig 4.11.

Figure 4 -

 4 Figure 4-11 Moderation of perceived family and friend support

Figure 4 -Figure 4 -

 44 Figure 4-12 Significant path of male employee model

  this research was to open the black box of human resource practices with the question of the what and why behind every action of employees that affects their work-life balance, wellbeing, and motivation to work and to continue their careers with the current organization. We also examined the relationships of various variables in the context of worklife interference via path analysis, a part of structural equation modeling, to examine how these relationships exist if employees perceive work-life interference and how employees achieve healthy work-life balance. The findings are explained in light of the objectives set for the current examination.

Figure 5 5 -

 55 Figure 5-1 Chapter 5 outlines

  segment factors that influence the work-family interface are recognized in the literature: (a) expanding extent of women in the labor force; (b) double pay families; (c) single-parent families; (d) expansion in the extent of senior residents; and (e) expansion in eldercare. To plan successful approaches and intercessions, the HR department needs to take these different segment attributes into consideration while investing in HPHRP and FFWP. Practically, it also helps if management negotiates with employees before offering HR programs in the organization to better implement such practices according to employee needs and situations. Therefore, we suggest that organizations, on the basis of our study, invest in familyfriendly work practices, as their impact can be seen in the long term. Because of these and different variables (e.g., work conditions), administrators are confronted with the troublesome undertaking of setting up strategies and mediations that advance prosperity for every one of their representatives who are attempting to deal with the intricacies of work and family jobs. The results of the current exploration affirm that while work-family struggle and work-family improvement effectively affect versatility and work-life equilibrium and prosperity results, there are additional intercession impacts. That is, strength and balance between fun and serious activities work as cycles for the transmission of the contention and advancement experienced by wellbeing experts. The outcomes likewise show positive and negative overflow across spaces. These perceptions are significant on the grounds that they show that there are numerous ways for associations and wellbeing experts to advance work and family prosperity: (a) decrease of work-family conflict; (b) expansion in work-family enhancement; (c) expansion in versatility limit; and (d) expansion in the balance between fun and serious activities. The drives examined center around advancing mental prosperity on hierarchical, family, and individual levels.

2 -

 2 potential risk of work-life conflict due to demands at work because of HPHRP. Now, the question is, what can organizations do to implement these practices (HPHRP and FFWP)? 1-Negotiate with employees about what FFWP they need to decrease the drain of resources. FFWP are not solely sufficient for decreasing employee work-life interference; therefore, our research encourages managers to provide support at work, i.e., appreciation and treating employees well. Managers can easily discourage or encourage employees from taking advantage of these HR programs.

  complexity of the theoretical model and the study's setting in Pakistan were both strengths of the current study. The variables employed in this study are extremely scarce in Pakistan;hence, this study fills a gap. This is even more crucial as the mediating effects of WLI on EWB and IJT aspects of wellbeing are understudied in the current literature. As previously mentioned, this study examined HPHRP (perceived High-Performance Human Resource Practices), FFWP (Family-Friendly Work Practices) on career and family satisfaction, anxiety/depression, and social dysfunction as distinct categories with their own dimensions and cross-domain effects. These characteristics are rarely extensively examined in work-family studies. The strength of this research is its model design. We studied HPHRP separately from FFWP to open the black box of HPHRP to examine their true impact on work-life interference. Further, the separation of HPHRP and FFWP helped us to compare the benefits of such practices separately for male as well as female employees, which can help employers in the future better negotiate with employees before investing in such practices. Further, we added the moderators, perceived manager and family/friend support to the further micro analysis of how employee work-life interference is affected due to high job demand and how resources work in such situations.According to[START_REF] Kossek | Work-life policies: Linking national contexts, organizational practice and people for multi-level change[END_REF], more detailed research across different cultures is needed, despite the growth of work-family policies. Therefore, to study work-family policies, high-performance human resource practices, and their impact on worklife interference and wellbeing in the workplace in South Asian culture, where the family structure has its unique characteristics, is itself the strength of our study.Work-family interference has different definitions and criteria to measure. According to different cultures, work and other boundaries are different, i.e., in European culture, child

  the study. Using a four-wave panel design, De[START_REF] De Lange | The relationships between work characteristics and mental health: Examining normal, reversed and reciprocal relationships in a 4-wave study[END_REF] looked at normal, inverted, and reciprocal interactions and discovered that the reverse causation effects are often less than the regular causal link. The current study did not set out to investigate a reverse causal link. It would be more interesting to see reverse causation effects in the model.

Future

  research could deal with understanding how HRD manages to negotiate and invest in FFWP. Different employee needs regarding FFWP are different at different times. Sometimes these needs change with the change in family situations, i.e., single employees do not bother about the availability of childcare facilities; rather, they are more interested in flextime-like practices to enjoy more social life after work, so future research could identify how HRD needs to negotiate with their employees regarding what FFWP offer them.

38

  Does part of your pay depend on your own performance? *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always 39 Does part of your pay depend on the performance of the workplace or organization? *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always 40 Your organization has a profit-sharing or share scheme. *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always Profit-sharing is payments to employees that depend on company's profitability in addition to employees' regular salary and bonuses. A Share scheme is the allocation of company shares to employees 41 Are your pay incentives influenced by how hard you work? *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always 42 In your organization, pay increases are given to the employees who work hard and perform well? ('Merit pay'). *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always 43 Does your organization allow some flexibility on the time employees start and/or leave their work? *Choose one of the following answers Please choose only one of the following: • Never • To very small extent • To moderate extent • To large extent • Always 44 Does your company allow you to work four longer days per week instead of 5 regular days (also known as a compressed workweek)? *Choose one of the following answers Please choose only one of the following: • Never • To very small extent • To moderate extent • To large extent • Always 45 Paid leaves allowed for personal and family reasons on short notice. *Choose one of the following answers Introduction .......................................................................................................................... 1.1 From work-life "interference" to "enrichment" ........................................................... 1.1.1 Defining work-life interference (WLI) ................................................................ 1.1.2 A positive spillover: "Work-family enrichment" ................................................. 1.1.3 What is a balance between work and life? ........................................................... 1.2 WLI: When did the debate start? .................................................................................. 1.2.1 A foot in the past and the present ......................................................................... 1.2.2 Is WLI a real issue for companies and employees? ............................................. 1.2.3 Work-life interference: What does the literature say? ......................................... 1.3 Spillover between work and life: "Basic models and theories" ................................... 1.3.1 Zedeck and Mosier (1990) : 5 Models ................................................................. 1.3.2 Border theory (Clark, 2000) ................................................................................. 1.3.3 Work-life interference and role stress theory ....................................................... 1.4 Workplace wellbeing: The outcome of WLI ................................................................ 1.4.1 What is wellbeing in the workplace? ................................................................... 1.4.2 Bad-being and stress as the outcome of work-life interference ........................... 1.5 Intention to turnover: Expected consequences ............................................................. entre vie professionnelle-vie personnelle et ses effets.

  accrue de la technologie, le rythme rapide du changement et le lieu de travail virtuel. Tous ces facteurs brouillent les frontières entre le travail et la vie personnelle, ce qui entraîne une confusion et un environnement difficile pour tous. Aujourd'hui, l'équilibre entre vie professionnelle et vie privée n'est pas seulement un problème pour les personnes mariées avec des enfants, les couples ou les parents qui travaillent, mais aussi un point de discussion important pour les générations X et Y[START_REF] Shankar | Work life balance, employee engagement, emotional consonance/dissonance & turnover intention[END_REF]. En tant que tel, le WLB ne doit plus être considéré comme un simple équilibre entre le travail et la famille, mais plutôt comme un équilibre entre le travail et le reste de la vie. Si, dans cette situation, les organisations n'introduisent pas de tels programmes RH, c'est-à-dire des pratiques de travail favorables à la famille, alors non seulement les familles à double revenu seront affectées, mais aussi le bien-être de la jeune génération en raison des niveaux de stress élevés. Cela limitera également la participation des femmes au marché du travail et, en fin de compte, la croissance économique du pays en souffrira.Il est donc nécessaire d'étudier la FFWP, ainsi que d'autres variables, c'est-à-dire les pratiques de ressources humaines performantes, l'interférence entre le travail et la vie privée, le bien-être de l'employé et l'intention de roulement, surtout dans la situation actuelle de pandémie. Les chercheurs ont affirmé que la pandémie de COVID-19 a créé une situation difficile pour les employés lorsqu'il s'agit de maintenir leur bien-être (causant du stress et de la frustration) et l'écart entre les sphères de travail et de vie[START_REF] Hjálmsdóttir | I have turned into a foreman here at home": Families and work-life balance in times of COVID-19 in a gender equality paradise[END_REF]. Afin de limiter la propagation du virus Covid-19 et de ses nouvelles variantes, différents pays ont pris des mesures d'urgence, à savoir le lockdown, la fermeture des écoles et des lieux de travail, la distanciation sociale, etc. Toutes ces restrictions ont eu pour effet de transformer la maison en école, le lieu de travail, la cour de récréation. Toutes ces restrictions ont fait de la maison une école, un lieu de travail, un terrain de jeu. Les restrictions ont forcé tout le monde à rester à la maison et à mener toutes les activités économiques. Cette situation a brouillé les frontières entre les sphères du travail et de la vie. Selon Irawanto et al. (2021), ce chevauchement des sphères de travail et de vie (pas de frontières claires) crée du stress et de l'anxiété, et affecte la satisfaction professionnelle des employés, ce qui conduit finalement à l'intention de quitter son emploi. La situation de pandémie et son résultat, c'est-à-dire l'urgence sanitaire et son effet sur la vie personnelle des gens et les rôles au sein des familles, rendent notre problème de recherche opportun. LA QUESTION DE RECHERCHÉ Notre principale question de recherche est la suivante: Comment les pratiques de travail favorables à la famille et les pratiques de ressources humaines à haut rendement influencent-elles l'interférence entre le travail et la vie personnelle et ses résultats, c'est-à-dire le bien-être des employés au travail et leur intention de quitter leur emploi? Cette question de recherche est ensuite subdivisée comme suit : a-L'interférence entre le travail et la vie personnelle influence-t-elle le bien-être des employés au travail? b-L'interférence entre le travail et la vie personnelle influence-t-elle l'intention des employés de quitter leur emploi? c-Comment les pratiques de travail favorables à la famille influencent-elles le bien-être des employés au travail? d-Comment les pratiques de ressources humaines à haut rendement influencent le bien-être au travail. e-Comment les pratiques de travail favorables à la famille influencent l'intention des employés de quitter leur emploi. f-Comment les pratiques de ressources humaines à haut rendement influencent l'intention des employés de quitter leur emploi.MÉTHODOLOGIE DE LA RECHERCHÉLes hypothèses de l'étude ont été testées à l'aide d'un modèle d'équation structurelle (SEM) dans le logiciel SmartPls 3.2.Pour réaliser le SEM, nous avons suivi une approche en deux étapes Dans la première étape, nous avons évalué la mesure. Il s'agissait d'évaluer l'adéquation du modèle et la validité discriminante entre les variables indépendantes et dépendantes. Dans la deuxième étape, nous avons exécuté notre modèle structurel hypothétique basé sur le modèle confirmatoire évalué dans la première étape, en mesurant les relations entre les variables de l'étude. Les hypothèses de médiation ont été testées par la méthode du bootstrap (taille de l'échantillon bootstrap = 5000). Afin d'examiner la nature des effets de modération, nous avons effectué une analyse des pentes simples[START_REF] Aiken | Multiple regression: Testing and interpreting interactions[END_REF], qui nous a permis de déterminer si le changement des pentes était significatif entre des niveaux faibles du modérateur et des niveaux élevés du modérateur. Nous avons mené des recherches dans des banques du secteur public et privé au Pakistan. Avec un taux de croissance du PIB de 5,8% (1482 $ par habitant) en 2018 (Annexe-II), le Pakistan était l'une des économies à la croissance la plus rapide au monde. Selon le rapport de la Banque mondiale sur "l'indice de facilité de faire des affaires" (septembre 2009), le Pakistan s'est amélioré de 10 points en quatre ans, de 2015 à 2019. Le secteur bancaire pakistanais joue un rôle essentiel dans le développement économique du pays

Title:

  The effects of human resource management practices on employee work-life interference and its outcomes Keywords: High-performance HR practices, family-friendly work practices, work-life interference, wellbeing at work, and intention to job turnover. Abstract: This research examines the effects of High-Performance Human Resource Practices (HPHRP) and Family-Friendly Work Practices (FFWP) on work-life interferences, well-being and intention to leave the job.

TABLE 1 -

 1 1 SUMMARY OF RESEARCH ON WLI IN PAKISTAN .............................................

TABLE 1 -

 1 2 SUMMARY OF RESEARCH ON WLI IMPACT .

TABLE 3 -

 3 3 DISTRIBUTION OF PARTICIPANTS SELECTED FOR SAMPLE OF STUDY ..1066

TABLE 3 -

 3 4 SAMPLE CHARACTERISTICS ................................................................................

TABLE 4 -

 4 1 REFLECTIVE/FORMATIVE "RULE OF THUMB" (WONG, 2019) .......................

TABLE 4 -

 4 2 RESULTS OF CONFIRMATORY TETRAD ANALYSIS .......................................

TABLE 4 -

 4 3 RESULTS OF FACTOR LOADINGS ........................................................................

TABLE 4 -

 4 4 RESULTS OF AVERAGE VARIANCE EXTRACTED ...........................................

TABLE 4 -

 4 19 RESULTS MODERATION OF PERCEIVED MANAGER SUPPORT ...................

TABLE 4 -

 4 20 RESULTS MODERATION OF PERCEIVED FAMILY AND FRIEND SUPPORT

TABLE 4 -

 4 21 RESULTS PATH COEFFICIENTS OF MALE EMPLOYEES .................................

TABLE 4 -

 4 22 RESULTS PATH COEFFICIENTS OF FEMALE EMPLOYEES ............................

TABLE 4 -

 4 23 RESULTS R-SQUARE (MALE/FEMALE) ...............................................................

TABLE 4 -

 4 24 SUMMARY OF RESULTS ........................................................................................

	vii

  Work and private life do not always create negative spillovers. Sometimes, one sphere of life positively impacts other spheres of life. This is called work-family enrichment. Work-family

1.1.2 A positive spillover: "Work-family enrichment" enrichment, in comparison to work-life interference, is a relatively new notion. Hence, there are fewer ways in which to characterize it

  When Work Becomes Home, and Home Becomes Work, focuses on working mothers. This book highlights the work-family issue, with working parents attempting to balance increased work demands with childcare and home life difficulties. The term work-life interference (WLI) became more popularized during the 1980s and 1990s in relation to work stress and burnout in companies,

is shifting in response to new trends. Hochschild's book, published in the 1970s, The Time Bind:

Table 1 -1 Summary of research on WLI in Pakistan

 1

	Author/s	Sector of Pakistan	Result of research
	(Zahoor et al., 2021) Punjab banking sector	Work-family interference has a highly
			significant and negative effect on work-life
			balance.
	(Akram et al., 2020) Physicians from public and	Work-family conflict was a positive
		private hospitals in Punjab,	predictor, whereas life satisfaction was
		Pakistan	shown to be a negative predictor of suicidal
			ideation among the physicians.
	(Sultan & Hayat,	Banking sector of Khaiber	Work-family	interference	negatively
	2019)	Pakhtoon Khuwa Province,	impacts the employees' performance and
		Pakistan	commitment, and supervisor support
			moderates the relationship between work-

Table 1 -2 Summary of research on WLI impact Author Work-life interference impact Research country

 1

	(Babic et al., 2019) Work to family conflict (WFC) increases job strain and has	Belgian
	no significant impact on job engagement. WFC also	company

  responsibility as all actions of the organizations that contribute toward social welfare beyond the perspective of what is required for profit maximization.

	Davis and Kalleberg (2006), state three core reasons to define why organizations use family-
	friendly work programs:
	i-	Internal economic pressures
	ii-	External economic pressures
	iii-	External institutional pressures

reached a very strong conclusion that FFWP have no direct or indirect impact on the profitability of the organization. The organizations only implement these programs as corporate social responsibility (CSR).

[START_REF] Mcwilliams | Corporate social responsibility and financial performance: correlation or misspecification?[END_REF]

, define corporate social Most organizations invest in their workers, i.e., provide extensive training to create and sharpen special technical skills. Turnovers in such a situation increase the financial pressures on the budget, and new recruitment and training costs add losses to an organization. Thus, firms use FFWP to

  of banking transactions takes time and, on average, they require two to three hours of overtime (un-paid) which is not documented.Family-friendly work practices are expected to reduce work-family interference and increase job satisfaction and individual and firm performance. Social organizations and political bodies continuously discuss the importance of family-friendly work practices, but the literature

	15 https://www.telegraph.co.uk/news/2016/09/16/tokyo-workers-ordered-to-leave-desks-by-8pm-in-overtime-crackdow/

4-According to the OECD economic survey done in

March 2015, 18

in France, around 8% of employees work very long hours, less than the OECD average of 13%. The OECD economic survey rated WLB in France at 9 out of 10 scores. The situation in Pakistan is much worse, as working hours in Pakistan have been left completely unregulated by the government. Officially, banking hours in Pakistan are from 9 am to 5 pm for customers, but 16 https://www.workingmums.co.uk/mums-forced-due-lack-flexible-jobs/ 17 https://www.equalityhumanrights.com/en/our-work/managing-pregnancy-and-maternityworkplace 18 https://www.oecd-ilibrary.org/economics/how-s-life-2015/employees-working-very-long-hours_how_life-2015-graph28-en the closing

Table 2 -1 The Black box and HPHRP

 2

	Author	Viewpoint
	(Messersmith et al.,	There are blind spots in the literature with respect to the mediating
	2011)	mechanisms that HPWS operates through to affect performance
		outcomes.
	(Karadas & Karatepe,
	2019)

Table 2 .

 2 2 represents the common practices included in the HPHRP bundle:

Table 2 -2 HPHRP and its dimensions Author High-performance human resource practices (bundle of HR practices)

 2 The table is designed by the author.

	Delaney (1989)	HPHRP include ten practices: selection, performance
		appraisal, incentive compensation, job design, grievance
		procedure, information sharing, attitude assessment, and labor
		management participation.
	Huselid (1995)	HPHRP include 13 practices: selection ratio, personnel
		selection, the average number of hours of training per
		employee per year, performance appraisal, incentive
		compensation, job design, grievance procedure, information
		sharing, attitude assessment, labor management participation,
		and promotion criteria.
	Appelbaum et al. (2000)	HPHRP comprise a bundle of HR practices like ability-
		enhancing practices (training and skill development),
		motivation enhancing practices (high pay, career development
		and information sharing), and opportunity enhancing practices
		(employee involvement and teamwork).
	White et al. (2003)	HPHRP sub-grouped in appraisal-based practices, group
		working practices, and performance-related pay.
	Sun et al. (2007)	HPHRP include staffing, training, mobility, job security,
		appraisal, rewards, job design, and employee participation in
		decision making.
	Posthuma et al. (2013)	Compensation and benefits, job and work design, recruiting
		and selection, employee relations, communication,
		performance management, and appraisal, promotions.
	Kehoe and Wright (2013)	A list of 15 HR practices reflecting high-performance HR
		programs are formal selection tests, structured interviews,
		hiring selectivity, high pay, training opportunities, rewards
		based on individual and group performance outcomes, formal
		performance evaluation mechanisms, merit-based promotion
		systems,	formal	participation	processes,	regular
		communication and information-sharing efforts, and
		autonomy in work-related decision making.
	Note:

Table 2 -3 Summary of proposed hypotheses

 2

	No Hypothesis
	Work-life interference negatively relates to employee wellbeing in the workplace.
	Work-life interference positively relates to employee intention to job turnover.
	Family-friendly work practices negatively relate to work-life interference.
	Family-friendly work practices positively relate to employee wellbeing in the workplace.
	Family-friendly work practices negatively relate to employee intention to job turnover.
	Work-life interference mediates the relationship between family-friendly work practices
	and employee wellbeing in the workplace.
	Work-life interference mediates the relationship between family-friendly work practices
	and employee intention to job turnover.
	Perceived high-performance human resource practices (HPHRP) negatively relate to
	employee work-life interference.
	HPHRP positively relate to employee wellbeing in the workplace.
	HPHRP negatively relate to employee intention to job turnover.
	Work-life interference mediates the relationship between HPHRP and employee wellbeing
	in the workplace.
	Work-life interference mediates the relationship between HPHRP and employee intention
	to job turnover.
	Perceived manager support moderates the relationship between HPHRP and work-life
	interference.
	Perceived family and friend support moderates the relationship between HPHRP and work-
	life interference.

Table 3 -1 Total population Name of Banks Total Number of

 3

		Employees	Male	Female
	National Bank of Pakistan	15738	93%	7%
	The Bank of Punjab	8675	87%	13%
	United Bank Limited	11421	84%	16%
	Allied Bank Limited	11206	83.50%	16.50%
	Khushhali Bank Limited	4614	88%	12%
	Total	51,654	87%	13%
	Note: data taken from banks' annual financial statements 2018

Table 3 -2 Bank Selection Name of Banks Total Number of Branches Position

 3

	National Bank of Pakistan 1508	The largest bank in Pakistan
	The Bank of Punjab	563	Largest provincial bank
	United Bank Limited	1362	3 rd largest bank
	Allied Bank Limited	1339	4 th largest bank
	Khushhali Bank Limited	197*	Largest microfinance bank
	Note: Data taken from State Bank of Pakistan (Regulator Bank) Report 2018.
	*Data taken from financial report for the year 2018

Table 3 -4 Sample characteristics

 3

	Variables	Categories	Frequency Percent %
	Gender	Female	56	17.39
		Male	266	82.61
		Total	322	100.00
	Age	Bellow 25 years 33	10.25
		26-30 years	84	26.09
		31-35 years	71	22.05
		36-40 years	89	27.64
		41-45 years	28	8.70
		46-50 years	12	3.73
		51-60 years	5	1.55
		Total	322	100.00
	Marital status	Single	83	25.78
		Married	238	73.91
		Divorced	1	0.31
		Total	322	100.00
	Employment status of spouse No	257	79.81
		yes	65	20.19
		Total	322	100.00
	Family structure	Living alone	17	5.28
		Nuclear family	112	34.78
		Joint family	193	59.94
		Total	322	100.00

Table 4 -2 Results of confirmatory tetrad analysis Construct Scale

 4

	ApHPHRP (HPHRP1, HPHRP2, HPHRP3, HPHRP4)	Reflective

Table 4 -3 Results of factor loadings

 4

	Latent		Indicator		Convergent
	variable	Indicators	reliability		validity
					Average
			Loading (>0.5) VIF < 5	variance
					Extracted
		ApHPHRP 0.774	1.397
	HPHRP	GrHPHRP 0.685	1.264	0.612
		PrHPHRP 0.876	1.415
		FFWP 1	0.87	2.387
	FFWP	FFWP 2	0.85	2.353	0.695
		FFWP 3	0.778	1.281
		WLI1	0.433	1.124
		WLI2	0.679	1.429
	WLI	WLI3 WLI4	0.8 0.807	1.974 2.045	0.539
		WLI5	0.812	2.02
		WLI6	0.798	1.956
		EWB1	0.788	1.592
		EWB2	0.7	1.402
	EWB	EWB3 EWB4	0.749 0.53	1.45 1.22	0.445
		EWB5	0.568	1.247
		EWB6	0.628	1.336
	IJT	IJT1 IJT2	0.923 0.893	1.741 1.741	0.825
		MS1	0.795	2.753
		MS2	0.832	3.329
		MS3	0.016	1.383
	MS	MS4 MS5	0.815 0.776	2.903 2.195	0.618
		MS6	0.8	3.014
		MS7	0.932	7.453
		MS8	0.919	6.825
		FS1	0.593	1.131
	FFS	FS2 FS3	0.779 0.771	1.312 1.537	0.511
		FS4	0.7	1.374

Table 4 -4 Results of Average Variance Extracted

 4

		Average Variance
		Extracted
	Constructs	(AVE > 0.5)
	HPHRP	0.612
	FFWP	0.696
	WLI	0.619
	EWB	0.548
	IJT	0.825
	MS	0.690
	FFS	0.511

Table 4 -5 Construct reliability results

 4

	Constructs	Composite Reliability (CR)	Cronbach's alpha
	HPHRP	0.824	0.690
	FFWP	0.872	0.780
	WLI	0.890	0.844
	EWB	0.828	0.725
	IJT	0.904	0.790
	MS	0.930	0.910
	FFS	0.806	0.678

Table 4 -6 Discriminant validity (Fornell-Larcker criterion)

 4

	Latent
	variable	1	2	3	4	5	6	7
	HPHRP	0.782
	FFWP	-0.005 0.834
	WLI	-0.287 -0.141 0.787
	EWB	0.356	0.105	-0.349 0.74
	IJT	-0.116 -0.156 0.365	-0.261 0.908
	MS	0.438	0.038	-0.279 0.513	-0.284 0.83
	FFS	0.161	0.047	-0.116 0.095	-0.013 0.199	0.715

Note: Square root of AVE > Latent variable correlation (LVC), the diagonal is the square root of the AVE of the latent variables and indicates the highest in any column or row.

Table 4

 4

	-7	Discriminant validity (cross-loading)
		HPHRP FFWP	WLI	EWB	IJT	MS	FFS
	ApHPHRP 0.764	0.005	-0.214	0.194	-0.102	0.328	0.141
	GrHPHRP 0.697	0.03	-0.197	0.214	0.009	0.242	0.158
	PrHPHRP 0.875	-0.03	-0.256	0.381	-0.145	0.425	0.103
	FFWP1	-0.004	0.873	-0.158	0.051	-0.124	0.031	0.075
	FFWP2	0.007	0.851	-0.103	0.079	-0.109	0.092	0.098
	FFWP3	-0.014	0.774	-0.089	0.127	-0.152	-0.017	-0.041
	WLI2	-0.264	-0.074	0.685	-0.242	0.265	-0.226	-0.058
	WLI3	-0.221	-0.173	0.804	-0.247	0.262	-0.186	-0.097
	WLI4	-0.125	-0.146	0.806	-0.25	0.35	-0.2	-0.046
	WLI5	-0.264	-0.067	0.823	-0.337	0.273	-0.242	-0.167
	WLI6	-0.246	-0.102	0.807	-0.284	0.289	-0.239	-0.08
	EWB1	0.308	0.113	-0.282	0.817	-0.193	0.412	0.022
	EWB2	0.246	0.098	-0.251	0.742	-0.217	0.325	0.086
	EWB3	0.28	0.088	-0.3	0.769	-0.222	0.468	0.085
	EWB6	0.209	-0.02	-0.182	0.618	-0.128	0.288	0.109
	IJT1	-0.123	-0.141	0.361	-0.246	0.925	-0.281	-0.016
	IJT2	-0.084	-0.143	0.297	-0.228	0.891	-0.231	-0.006
	MS1	0.322	-0.017	-0.222	0.403	-0.215	0.822	0.125
	MS2	0.408	0.042	-0.273	0.498	-0.25	0.855	0.106
	MS4	0.333	0.141	-0.192	0.434	-0.267	0.82	0.224
	MS5	0.267	-0.014	-0.22	0.416	-0.229	0.793	0.247
	MS6	0.439	-0.002	-0.218	0.355	-0.214	0.797	0.172
	MS8	0.401	0.047	-0.253	0.436	-0.241	0.892	0.142
	FS1	0.102	-0.026	-0.077	0.094	0.079	0.044	0.604
	FS2	0.059	0.074	-0.095	0.019	-0.024	0.19	0.758
	FS3	0.138	-0.017	-0.074	0.028	-0.006	0.123	0.768
	FS4	0.17	0.089	-0.083	0.136	-0.078	0.195	0.718

Table 4

 4

	-8	Discriminant validity Hetrotrait-Monotrait (HTMT )
			1	2	3	4	5	6
	HPHRP
	FFWP		0.056
	WLI		0.368	0.176
	EWB		0.467	0.154	0.435
	IJT		0.153	0.197	0.445	0.339
	Moderator MS	0.529	0.097	0.314	0.618	0.333
	Moderator FFS	0.254	0.123	0.152	0.164	0.091	0.257

Note: Maximum value 0.618 is below the 0.85 thresholds

Table 4 -9 Correlations

 4

		mean	St-Dev	1	2	3	4	5	6	7	8	9	10	11	12
	Gender	NA	NA	1
	Age o	31-35 years	NA	.174***	1
	Marital status	NA	NA	.162***	.592***	1
	Family structure	NA	NA	-.074	-.222***	-.250***	1
	Employment status of spouse	NA	Na	-.259***	.174***	.289***	-.124**	1
	HPHRP	3.12	0.749	.026	-.057	-.123**	.164***	-.095*	1
	FFWP	2.85	0.90	-.030	.037	.068	.070	-.023	-.005	1
	WLI	3.43	0.789	.091	.090*	.231***	-.378*** .129**	-.28*** -.141**	1
	EWB	3.48	0.679	-.099	-.066	-.125**	.240***	-.209*** .356*** .105	-.349*** 1
	IJT	3.14	1.00	-.037	-.100	-.025	-.

174*** .129** -.116** -.156*** .365*** - .261*** 1 MS 3.43 0.813 -.052 -.060 -.116** .174*** -.205*** .438*** .038 -.279*** .513*** -.284*** 1

	FFS	3.55	0.637	.071	-.063	-.056	.100	-.115**	.161*** .047	-.116**	.095	-.013	.199*** 1

Table 4 -10 Results VIF

 4

	First Set			Second Set			Third Set
			Collinearity issue?			Collinearity issue?			Collinearity issue?
	Constructs VIF	(VIF > 5?)	Constructs	VIF	(VIF > 5?)	Constructs	VIF	(VIF > 5?)
	HPHRP	1	No	HPHRP	1.092	No	HPHRP	1.092	No
	FFWP	1	No	FFWP	1.022	No	FFWP	1.023	No
				WLI	1.114	No	WLI	1.114	No
		WLI as Dependent		EWB as dependent		IJT as dependent

Table 4 -11 Path analysis by SmartPLS (bootstrapping at 5000 sample)

 4

	Hi	Latent variable Relation	β	SD	T value	Sig	P Value	Result
	H1	WLI -> EWB	-0.257 0.059	4.341 *** 0	Supported
	H2	WLI -> IJT	0.345 0.052	6.605 *** 0	Supported
	H3	FFWP -> WLI	-0.143 0.052	2.75	*** 0.006 Supported
	H4	FFWP -> EWB	0.069 0.059	1.183 NS	0.237 Not supported
	H5	FFWP -> IJT	-0.108 0.058	1.848 *	0.065 Borderline of significance
	H8	HPHRP -> WLI -0.287 0.053	5.46	*** 0	Supported
	H9	HPHRP -> EWB 0.283 0.055	5.151 *** 0	Supported
	H10 HPHRP -> IJT	-0.017 0.053	0.326 NS	0.744 Not supported

Table 4 -12 Results R-square Endogenous constructs R Square R Square

 4

	Adjusted

Table 4 -

 4 13.The change in the R 2 values was calculated by estimating the PLS path model twice:

	Rule of thumb
	0.02 ≤ F 2 ≤ 0.15: Weak effect
	0.15 ≤ F 2 ≤ 0.35: moderate effect
	F 2 ≥ 0.35: strong effect

Table 4 -13 Results F-square

 4

	Hi	Construct relation	F-square	Effect	Hypothesis result
	H1	WLI -> EWB	0.103	Weak effect	Supported
	H2	WLI -> IJT	0.191	Moderate effect	Supported
	H3	FFWP -> WLI	0.037	Weak effect	Supported
	H4	FFWP -> EWB	0.011	No effect	Not supported
	H5	FFWP -> IJT	0.020	No effect	Not supported
	H8	HPHRP -> WLI 0.154	Moderate effect	Supported
	H9	HPHRP -> EWB 0.175	Moderate effect	supported
	H10	HPHRP -> IJT	0.000	No effect	Not supported

Table 4 -14 Results Q-square of latent variables (blindfolding test) Hi Construct relation Q 2 Inclusive Q 2 Exclusive Q 2 Q 2 Effect Hypothesis

 4

	result

Table 4 -15 Mediation hypothesis

 4 As a rule of thumb, we checked the indirect effect between FFWP-EWB and FFWP-IJT with WLI as a mediator and, similarly, the indirect effect between HPHRP-EWB and HPHRP-IJT with WLI as a mediator. The results of the first steps are in

	Hi	Mediation hypothesis
	H6	FFWP -> WLI -> EWB
	H7	FFWP -> WLI -> IJT
	H11	HPHRP -> WLI -> EWB
	H12	HPHRP -> WLI -> IJT

Table 4 -16 Results indirect effects

 4 According to the procedure explained[START_REF] Hair | A primer on partial least squares structural equation modeling (PLS-SEM[END_REF], in the second step, we estimated all the path coefficients of the direct relation between exogenous and endogenous without mediating variables in the model. The results are shown below in

		Indirect effect T Statistics	P Values
	FFWP -> WLI -> EWB	0.037	2.219	0.027	Significant
	FFWP -> WLI -> IJT	-0.049	2.459	0.014	Significant
	HPHRP -> WLI -> EWB 0.074	3.127	0.002	Significant
	HPHRP -> WLI -> IJT	-0.099	4.277	0.000	Significant

Table 4 -17 Results direct effects

 4

		Direct effect T Statistics P Values
	FFWP -> EWB	0.069	1.179	0.238	Insignificant
	FFWP -> IJT	-0.108	1.848	0.062	Insignificant
	HPHRP -> EWB 0.283	5.151	0.000	Significant
	HPHRP -> IJT	-0.017	0.33	0.742	Insignificant

Table 4 -18 Mediation results

 4

	Hi	WLI Mediation between	Indirect effect	Significance	Direct effect	Significance	Mediation
	H6	FFWP -> EWB 0.037	Significant	0.069	Insignificant Full Mediation
	H7	FFWP -> IJT	-0.049	Significant	-0.108	Insignificant Full Mediation
	H11	HPHRP -> EWB 0.074	Significant	0.283	Significant	Complementary-Partial mediation
	H12	HPHRP -> IJT -0.099	Significant	-0.017	Insignificant Full Mediation

Table 4 -20 Moderation of perceived family and friend support results Hi Latent Variable Relation Original Sample T Statistics P Values Hypothesis HPHRP -> WLI

 4

		-0.289	5.415	0.000
	FFS -> WLI	-0.08	1.561	0.119
	H14 Mod of FFS to HPHRP-WLI	-0.143	2.68	0.007	Accepted

Table 4 -23 Results R-square (male/female)

 4

		Male		Female
		R Square	R Square Adjusted	R Square	R Square Adjusted
	EWB 0.319	0.312	0.307	0.267
	IJT	0.198	0.189	0.826	0.816
	WLI	0.232	0.226	0.257	0.229
	Note: As a rough rule of thumb, the R 2 values of 0.75, 0.50, and 0.25 can be considered
	substantial, moderate, and weak

Table 4

 4

	-17 shows

Table 4 -

 4 16 (β = -0.049, 0.014) is significant, thus work-life interference is fully mediating

Table 4 -24 Summary of results

 4

	No	Hypothesis	Confirmed or rejected
	1	Work-life interference negatively relates to employee wellbeing in the workplace. Confirmed
	2	Work-life interference positively relates to employee intention to job turnover.	Confirmed
	3	Perceived family-friendly work practices negatively relate to work-life interference.	Confirmed
	4	Perceived family-friendly work practices positively relate to employee wellbeing in the workplace.	Rejected
	5	Family-friendly work practices negatively relate to employee intention to job turnover.	Rejected
	6	Work-life interference mediates the relationship between family-friendly work practices and employee wellbeing in the workplace.	Confirmed
	7	Work-life interference mediates the relationship between family-friendly work practices and employee intention to job turnover.	Confirmed
	8	Perceived high-performance human resource practices negatively relate to employee work-life interference.	Confirmed
	9	Perceived high-performance human resource practices positively relate to employee wellbeing in the workplace.	Confirmed
	10	Perceived high-performance human resource practices negatively relate to employee intention to job turnover.	Rejected
	11	Work-life interference mediates the relationship between perceived high-performance human resources and employee wellbeing in the workplace.	Confirmed
	12	Work-life interference mediates the relationship between perceived high-performance human resources and employee intention to job turnover.	Confirmed
	13	Perceived manager support moderates the relationship between perceived high-performance human resources and work-life interference.	Confirmed
	14	Perceived family and friend support moderates the relationship between perceived high-performance human resources and work-life interference.	Confirmed

Data up to 31 December 2018 (Taken from State Bank of Pakistan)

	Annex III -List of banks & their branches
										Ages 65 + (% of
		Banks		No. of	Sr.	Banks		No. of	total)
	Sr.	45.0	46.4	Branches	No	53.6	39.3	56.4 Branche	4.3
	50.9 A) Public Sector Commercial Banks No	46.8	2,606	D)	53.2 Foreign Banks	40.5	s	55.6 10	3.9
	1	58.1 First Women Bank Ltd.	47.1	43	1	52.9 Citibank N.A.	42.3	3	53.9	3.8
	2	66.8 National Bank of Pakistan	47.4	1,508	2	52.6 Deutsche Bank AG	43.0	2	53.2	3.8
	3	78.1 Sindh Bank Ltd.	47.7	322	3	52.3 Industrial and Commercial Bank of China 42.9	3	53.3	3.8
						Ltd.
	4	92.2 The Bank of Khyber	47.9	170	4	52.1 The Bank of Tokyo-Mitsubishi UFJ Ltd. 42.6	1	53.6	3.9
	5	107.6 The Bank of Punjab	48.1	563	5	51.9 Bank of China	43.0	1	53.1	3.9
	B) Specialized Banks		668
	1	Industrial Development Bank Ltd.		2	E)	Micro Finance Banks
	2	SME Bank Ltd.		13	1	Advance Pakistan Microfinance Bank
						Limited
	3	The Punjab Provincial Cooperative Bank Ltd. 151	2	APNA Microfinance Bank Limited
	4	Zarai Taraqiati Bank Ltd.		502	3	FINCA Microfinance Bank Limited
	C) Domestic Private Banks		10,835	4	Khushhali Microfinance Bank Limited
	1	Al Baraka Bank (Pakistan) Ltd.		180	5	Mobilink Microfinance Bank Limited
	2	Allied Bank Ltd.		1,339	6	NRSP Microfinance Bank Limited
	3	Askari Bank Ltd.		472	7	Pak Oman Microfinance Bank Limited
	4	Bank Al Falah Ltd.		620	8	Sindh Microfinance Bank Limited
	5	Bank Al Habib Ltd.		681	9	Telenor Microfinance Bank Limited
	6	Bank Islami Pakistan Ltd.		249	10	The First Microfinance Bank Limited
	7	Dubai Islami Bank Pakistan Ltd.		200	11	U Microfinance Bank Limited
	8	Faysal Bank Ltd.		454		Total Banks (A+B+C+D+E) 45
	9	Habib Bank Ltd.		1,697
	10	Habib Metropolitan Bank Ltd.		322
	11	JS Bank Ltd.		322
	12	MCB Bank Ltd.		1,376
	13	MCB Islamic Bank Ltd.		176
	14	Meezan Bank Ltd		660
	15	Samba Bank Ltd.		37
	16	Silkbank Ltd.		123
	17	Soneri Bank Ltd.		295
	18	Standard Chartered Bank (Pakistan) Ltd.		77
	19	Summit Bank Ltd.		193
	20	United Bank Ltd.		1,362
	Note:

  My friends and/or family care about how I feel about my job. *Choose one of the following answers Please choose only one of the following:• Strongly disagree • Disagree • Neutral • Agree • Strongly agree 20 My friends and/or family help me feel better when I have a hard day at work. *Choose one of the following answers Please choose only one of the following: • Strongly disagree • Disagree • Neutral • Agree • Strongly agree 21 My friends and/or family show interest and feel proud of me when something good happens at my work. *Choose one of the following answers Please choose only one of the following: My manager/supervisor shows little concern for me. *Choose one of the following answers Please choose only one of the following: Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always 36 Do you take part in a "work improvement group" or "quality circle"? *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always 37 Does your pay depend partly on the "performance of the work group"? *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always

	• Neutral • Agree • Strongly agree 14 Work is a meaningful experience for me. *Choose one of the following answers Please choose only one of the following: • Strongly disagree • Disagree • Neutral • Agree • Strongly agree 15 I feel satisfied with my achievements from my current job. *Choose one of the following answers Please choose only one of the following: • Strongly disagree • Disagree • Neutral • Agree • Strongly agree 16 I will look for a new job in the near future. *Choose one of the following answers Please choose only one of the following: • Strongly disagree • Disagree • Neutral • Agree • Strongly agree 17 Presently, I am actively searching for a job in a different organization. *Choose one of the following answers Please choose only one of the following: • Strongly disagree • Disagree • Neutral • Agree • Strongly agree 18 When something goes wrong at work, I can discuss it with my friends or family. *Choose one of the following answers Please choose only one of the following: • Strongly disagree • Disagree • Neutral • Agree 19 • Strongly disagree • Disagree • Neutral • Agree • Strongly agree 22 My manager/supervisor really cares about my well-being. *Choose one of the following answers Please choose only one of the following: • Strongly disagree • Disagree • Neutral • Agree • Strongly agree 23 My manager/supervisor considers my goals and values. *Choose one of the following answers Please choose only one of the following: • Strongly disagree • Disagree • Neutral • Agree • Strongly agree • Strongly agree 30 Do your appraisals help to plan your training? *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always 31 Do your appraisals affect your promotion? *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always 32 Do your appraisals affect your pay? *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always 33 Is your appraisal influenced by how hard you work? *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent • Always 34 Do you work in a group? (Combine task) *Choose one of the following answers Please choose only one of the following: • Not at all • To very small extent • To moderate extent • To large extent 24 • Agree • Always
	• Strongly agree
	35 Do your coworkers influence "how hard you work"?

*

  (RHHP) et les pratiques de GRH en soutien à la conciliation « vie professionnellevie personnelle » (RHVPP) sur les interférences entre le travail et le hors travail, le bienêtre et l'intention de quitter le travail. En outre, nous examinons l'influence modératrice du soutien des managers, de la famille et des amis. Notre problématique est la suivante : comment les pratiques de travail favorables à la famille et les pratiques de ressources humaines à haut rendement influencentelles l'interférence entre le travail et la vie personnelle et ses résultats, c'est-à-dire le bien-être des employés au travail et leur intention de quitter leur emploi ? La recherche a été menée dans des banques des secteurs public et privé au Pakistan. Les données (322 répondants ; 82,6% d'hommes, 17,4% de femmes) des employés de banque travaillant au Pakistan (employés, cadres moyens et supérieurs) ont été recueillies par le biais d'un questionnaire en ligne. L'approche des moindres carrés partiels (PLS-SEM) est employée pour évaluer le modèle de recherche. Les résultats montrent que les deux pratiques de GRH étudiées -RHHP et RHVPP -ont un effet positif significatif sur l'interférence entre le travail et le hors travail. La RHVPP influence significativement l'intention de quitter, mais pas le bien-être des employés. En revanche, la RHHP est significativement associée au bien-être mais pas à l'intention de quitter. Le soutien des managers, de la famille et des amis agit comme modérateur. Nous montrons également que si l'absence de FFWP n'affecte pas l'intention de quitter le travail (IJT) des employés masculins, cette absence augmente significativement celle des femmes. Ces résultats permettent de comprendre quelles pratiques de management peuvent favoriser des performances durables au travail pour les femmes. sociale des entreprises). Le rôle peu clair et douteux de ces pratiques et le coût financier qu'implique la mise en oeuvre de tels programmes (par exemple, les garderies) découragent les organisations des pays en développement de proposer de tels programmes. Si les pratiques professionnelles favorables à la famille (FFWP) ne sont mises en oeuvre que pour montrer la responsabilité sociale de l'entreprise sans avoir d'impact clair, il est alors nécessaire d'explorer comment les problèmes d'équilibre entre vie professionnelle et vie privée peuvent être résolus. Ce rôle douteux et peu clair des FFWP intéresse beaucoup les chercheurs, notamment ceux qui établissent un lien entre les FFWP, le bien-être et la performance organisationnelle

  (RHHP) et les pratiques de GRH en soutien à la conciliation « vie professionnellevie personnelle » (RHVPP) sur les interférences entre le travail et le hors travail, le bienêtre et l'intention de quitter le travail. En outre, nous examinons l'influence modératrice du soutien des managers, de la famille et des amis. Notre problématique est la suivante : comment les pratiques de travail favorables à la famille et les pratiques de ressources humaines à haut rendement influencentelles l'interférence entre le travail et la vie personnelle et ses résultats, c'est-à-dire le bien-être des employés au travail et leur intention de quitter leur emploi ? La recherche a été menée dans des banques des secteurs public et privé au Pakistan. Les données (322 répondants ; 82,6% d'hommes, 17,4% de femmes) des employés de banque travaillant au Pakistan (employés, cadres moyens et supérieurs) ont été recueillies par le biais d'un questionnaire en ligne. L'approche des moindres carrés partiels (PLS-SEM) est employée pour évaluer le modèle de recherche. Les résultats montrent que les deux pratiques de GRH étudiées -RHHP et RHVPP -ont un effet positif significatif sur l'interférence entre le travail et le hors travail. La RHVPP influence significativement l'intention de quitter, mais pas le bien-être des employés. En revanche, la RHHP est significativement associée au bien-être mais pas à l'intention de quitter. Le soutien des managers, de la famille et des amis agit comme modérateur. Nous montrons également que si l'absence de FFWP n'affecte pas l'intention de quitter le travail (IJT) des employés masculins, cette absence augmente significativement celle des femmes. Ces résultats permettent de comprendre quelles pratiques de management peuvent favoriser des performances durables au travail pour les femmes.

Some scholars see balance as time balance, which means an equal amount of time distributed among different roles, i.e., between work and family roles. Similarly, involvement balance means there will be an equivalent level of psychological involvement in various roles, i.e., work and non-work roles. The last is satisfaction balance, which means an equal level of individual's own satisfaction with work and other non-work roles. So, it is an equal distribution of time, energy, and commitment to work and non-work spheres.

They consider that as the terms of satisfaction separating the focal's work family-related activities from the environment in which these activities are performed. They argue that it is unfair to link satisfaction with the only individual who is performing work and life roles. In reality, the term balance means equal satisfaction of all the stakeholders who are affected with the term balance.

The term, Generation Y, was first used in 1993 by Advertising Age as the last generation to be born entirely in the twentieth century. Generation Y is also known as Echo Boomers, the Millennium generation, generation next, the internet generation[START_REF] Reisenwitz | Differences in generation X and generation Y: Implications for the organization and marketers[END_REF].

Walls (physical borders) separate home from social life outside the home; similarly, walls in the workplace separate it from non-work life. The temporal boundaries are hours allocated for each sphere, i.e., working hours separate workplace time from non-work time or family time is created as a border between work and life. The psychological border is a self-created border. The individual behaves differently in different spheres and each pattern of behavior makes a boundary between different spheres of life.

A good example of the blending of the border is when an employee attends work calls while dropping a child at school. This blending mainly occurs when an individual is juggling with demands from different spheres of life.

Psychological wellbeing refers to how people evaluate their lives[START_REF] Kundi | Employee psychological well-being and job performance: Exploring mediating and moderating mechanisms[END_REF].

Subjective wellbeing refers to the individual's overall assessment of their quality of life, while psychological wellbeing is the fulfillment of personal potential involving self-acceptance, personal growth, purpose in life, positive relation with others, and autonomy.

Work satisfaction is defined as a good emotional and pleasurable state perceived by an employee resulting from the appraisal of his own job[START_REF] Locke | The nature and causes of job satisfaction. Handbook of industrial and organizational psychology[END_REF].

According to[START_REF] Halpern | Psychology at the intersection of work and family: Recommendations for employers, working families, and policymakers[END_REF], work-related stress results in a number of negative physiological and behavioral consequences, including sleep deprivation, high blood pressure, and increased levels of metabolic hormones that cause fat deposits in the body. Furthermore, work stress also disturbs the functioning of the immune system, thereby, increasing healing time for wounds.

Karoshi is one of the consequences of work-life interference, deteriorating an employee's health[START_REF] Kanai | Karoshi (work to death)" in Japan[END_REF]. The Council for Karoshi Victims (1989) defines karoshi as a fatal condition in which the living rhythm of a human being collapses due to excessive fatigue and high stress generated from the work environment. As a result, the life maintenance function is ruined. These are all consequences of work and family conflict leading to the poor wellbeing of an employee in the workplace.

Despite the different labels, i.e., high involvement and high commitment programs, their common thread is that organizations can achieve high performance(Boxall & Macky,

2014) by adopting practices that recognize and leverage employees' ability to create value[START_REF] Gittell | A relational model of how high-performance work systems work[END_REF]

i-employees ability, i.e., training and skill development, ii-motivation, i.e., high pay, career development and information sharing, and iii-opportunities, i.e., employee involvement and teamwork.

Job demand, i.e., high work pressure due to tight deadlines, is associated with certain physiological and psychological costs[START_REF] Demerouti | Work-family interface from a life and career stage perspective: The role of demands and resources[END_REF].

In previous studies, i.e.,[START_REF] Carvalho | Work-to-family enrichment and employees' wellbeing: High performance work system and job characteristics[END_REF], high-performance practices were studied with relation to general wellbeing, which provides a gap in the research to find the real impact on employee wellbeing in the workplace.

https://www.hofstede-insights.com/product/compare-countries/

https://www.un.org/en/development/desa/publications/2009.html

https://www.oecd.org/dac/developmentco-operationreport2011.htm

https://www.statista.com/search/?q=Statista+report+2020&Search=&qKat=search

https://www.pbs.gov.pk/

We thank you very much for your valuable time and for your kind participation in this survey.

Yours sincerely, Mr Imran JUMANI (PhD student)

online survey was posted for bank employees to answer whenever they had free time. During banking hours, it was difficult for employees to fill out the questionnaire; the online questionnaire was available for them when they were free.

For our sample, 322 respondents were selected from lower, middle, and top-level management. Out of these 322, respondents were further divided into two sub-sectors according to their genders, male and female. The distribution of the sample selected for this study is explained in the table below: We used Daniel Soper's sample size calculation tool based on [START_REF] Westland | Lower bounds on sample size in structural equation modeling[END_REF] statistical algorithm to compute the absolute minimum sample size. Our model is based on seven latent variables (including moderators) and 45 indicator variables with a statistical power of 0.80 and a significance of 0.05. According to this algorithm, the minimum sample size requirement for the model structure is 274. Therefore, our sample size of 322 matched the minimum sample size requirement for the structure model.

Sample characteristics

In , below are the characteristics of the sample. As described earlier, a total of 565 questionnaires were received, from which 322 were completely filled. Two hundred forty-three responses were excluded from the analysis due to a large number of missing values. We divide our sample characteristics according to gender, age, marital status, employment status of spouse, and family structure.

Perceived family/friend support (FFS)

The perceived family/friend support scale is a measure of how a person views their family/friend support in the workplace. Perceived family/friend support (FFS) was measured using a 4-item scale developed by [START_REF] Baruch-Feldman | Sources of social support and burnout, job satisfaction, and productivity[END_REF]. A 5-point Likert type scale was used with 1 -representing "strongly disagree" to 5 -representing "strongly agree." The higher the score, the higher the perceived family support.

1-When something goes wrong at work, I can talk it over with my friends or family.

2-My friends/family care about how I feel about my job.

3-My friends/family help me feel better when I've had a hard day at work.

4-My friends/family are interested and proud when something good happens at work.

We found a Cronbach alpha of 0.678 in our studies measuring perceived family and friend support (FFS). The original study by [START_REF] Baruch-Feldman | Sources of social support and burnout, job satisfaction, and productivity[END_REF] reported Cronbach's alpha values of α = 0.91.

Control variables

Control variables were included in the analysis to rule out the other possible explanations for the significant relationships. Respondents were required to indicate their sex, age, marital status, family structure, and spouse's job status. The sex of the respondents was categorized as

(1) Male and (0) Female. Age groups were formed based on the mean score of the participants.

A single item asked each respondent to report their age using categories of ( .

Figure 4-10 Moderation of perceived manager support at work

As in our outer model analysis, we had already checked the validity of our moderating variable "perceived manager's support (MS)"; therefore, we directly checked the moderating effect of MS on the relationship between HPHRP and WLI through a two-stage approach in SmartPLS-3.2.

Multi-group analysis (MGA)

The multi-group analysis is used to compare path coefficients between two or more groups of data, i.e., gender. In this research, we divided our data into two groups based on genders (male and female) to observe how gender moderated the relationship between constructs in our model.

The results of the path coefficient of both groups were analyzed separately. Detailed results are shown in Table 4-21 for male employees and in Table 4-22, along with R-square results in

General discussion

The focal point of our study is whether high-performance human resource practices and familyfriendly work practices impact employees who are already overburdened in their lives due to social structure and culture? How do family-friendly work practices help employees balance their lives? Our study is an effort to examine the following 1-HPHRP further overburdened employees and forced them to work for longer hours. When organizations set high targets and link the goals with benefits, then this puts pressure on employees to work hard and work for long hours to achieve maximum benefits, i.e., salary/commission. This unintentionally may cause an imbalance in different spheres of life.

2-HPHRP work as good practices to enhance the wellbeing of employees in the workplace.

High-performance human resource practices are designed with the aim of achieving maximum performance from employees. Once employees give their maximum output, then, in return, they receive some benefits, which ultimately leads to happiness and increases their commitment to the organization.

3-Similarly, if organizations do not implement FFWP (i.e., earned leaves, compressed week, flexible times, etc.) in their workplaces, then either they are trying to save money or unintentionally, they lose their good employees by encouraging job turnover.

4-Do these practices (FFWP) help employees balance work and other spheres in their lives?

How do such practices (FFWP) affect male and female employees in Indo-Asian cultures where female employees are still confined to the kitchen, overburdened with household chores, and expected to focus on raising children while on the other side, males are considered the main breadwinners in the society? How do FFWP work in a society where cruel workplace culture and lack of facilities put the final nail in the coffin of a woman's career? Due to the lack of such programs, one wonders how many women prefer not to work after receiving a hard-earned educational degree? Similarly, many people believe a working woman cannot become a perfect homemaker, as she spends time outside and compromises her personal life while pursuing a career. This dilemma creates a distraction in society and causes stress in dual-earner families, ultimately affecting the wellbeing of both the family partners and also exerting pressure on the female partners to sacrifice their careers and leave the labor market.

Summary

Our research model is an effort to open the black box of high-performance human resource practices and strengthen the importance of family-friendly work practices. We were interested in investigating how work-life interference is significantly reduced by FFWP. For male employees, HPHRP also reduces WLI along with FFWP, which is not the case for female employees. That may be the reason behind the outcome of our results: that the absence of FFWP do not affect male employees' intention to leave the job, but for female employees, the absence of FFWP causes a significant increase in IJT. This can be the reason why some organizations (where male employees are more in number) do not offer too many FFWP. The results reveal that the absence of FFWP thus raises the intention to job turnover in female employees.

Our research output gives a new perspective that, along with family-friendly work practices, other good HR practices, and supporting supervisor behavior, causes a reduction in work-life interference. Aside from the results, it is important to note that in societies in South Asian countries, where females are considered home carers and more responsibilities are added after marriage (i.e., to take care of the husband and his parents) if working women receive reciprocal support from family (to help her to manage dual job responsibilities, i.e., support with childcare from grandparents), and they receives support through FFWP, then they have the possibility to compete with male employees in a competitive environment.

ANNEXES Annex IV -Online survey used to collect data Lime Survey Website

This survey is technically designed in three parts. The first part is based on your job related information, etc. The second part of the questionnaire consists of my PhD research variables, i.e., work-life balance, high-performance human resource practices, etc. The third part is about your demographic information.

Participation in this survey is completely voluntary. The respondent's personal information and identity will not be disclosed anywhere. The data collected through this survey will be used for my doctoral thesis only without revealing the identity of the respondents.

Filling this questionnaire will take approximately 15 minutes.

Your participation in the survey will allow us to better understand how human resource practices and employee work-life balance affect wellbeing in the workplace. Thus, your contribution is very important for this research project.

1 Name (optional):

Please write your answer here:

2 Email addresses (optional):

Please write your answer here: