Abstract: Work Demands and Work–Life Conflict Among Emergency Department Employees: The Buffering Role of Emotional Supervisory Support (Society for Social Work and Research 31st Annual Conference)

Schedule:

Friday, January 22, 2027

Union Station 21 (Hilton San Francisco Union Square)

* noted as presenting author

Akanksha Anand, Ph.D. M.Phil. MSW, Assistant Professor, Morgan State University, Baltimore, MD

Kenrick Cato, Professor, University of Pennsylvania

Elaine Congress, PhD, Associate Dean and Professor, Fordham University, New York, NY

Work–life conflict (WLC) is prevalent among frontline hospital employees, particularly in emergency departments where high work demands, long working hours, and workload pressures are common. These demanding environments contribute to fatigue, psychological strain, and adverse health outcomes, making WLC a critical social work and public health concern (Allen et al., 2000; Carlson et al., 2000). While work demands are a key driver of WLC, limited research has examined organizational resources that may buffer these effects.

Grounded in Conservation of Resources (COR) theory (Hobfoll, 1989) and self-regulation theory (Baumeister et al., 2007), this study uses primary survey data to examine the role of emotional supervisory support in reducing the impact of work demands on WLC. Emotional supervisory support, including empathetic listening, understanding employee needs, and providing flexibility, represents a key resource that helps employees cope with high job demands.

The study tested three hypotheses: (1) work demands (time management pressures) will predict WLC; (2) emotional supervisory support will negatively predict WLC; and (3) emotional supervisory support will moderate the relationship between work demands and WLC.

Data were collected from 260 frontline employees in a non-profit hospital emergency department in New York City (56% response rate). Hierarchical moderated regression analysis indicated that emotional supervisory support was negatively associated with WLC (β = −.273, p = .001), while work demands were not significant (β = .114, p = .196). The interaction term was marginally significant (β = −.172, p = .052), suggesting a buffering effect.

Findings highlight emotional supervisory support as a key organizational resource that mitigates the impact of work demands on WLC and informs social work interventions to improve employee well-being. These findings also suggest that organizational policies prioritizing supportive supervision may enhance workforce retention and reduce burnout in high-demand healthcare settings.