Work–family conflict (WFC) – the interrole conflict that arises when the demands of work and family roles are mutually incompatible – has long been recognized as a significant workplace stressor. This paper synthesizes empirical research on the relationship between WFC and employee engagement, drawing on role conflict theory, the job demands–resources (JD-R) model, and the psychological-conditions framework of engagement. The review of empirical studies across sectors – including hospitality, education, and healthcare – consistently shows that WFC is negatively associated with employee engagement, and that this relationship is frequently mediated by job satisfaction and moderated by factors such as person–job fit, affective commitment, and negative affectivity. A conceptual model is presented integrating these mediating and moderating mechanisms. The paper concludes with practical implications for organizations seeking to reduce work–family conflict and sustain employee engagement, along with directions for future empirical research.
Keywords: Work–Family Conflict, Employee Engagement, Job Satisfaction, Job Demands-Resources Model, Person-Job Fit, Work Engagement.
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