Gender differences in the impact of supervisor support on retention intentions among employees with family caregiving roles

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This study examines how three forms of supervisor support—emotional support, instrumental support, and psychological safety—influence the intentions of employees to continue working, with a specific focus on gender differences and the assumed presence of family caregiver responsibilities. The analysis is based on responses from full-time unmarried employees without children, allowing a hypothetical examination of caregiving scenarios. By focusing on individuals who may either choose not to or feel unable to pursue work-family integration, the study aims to uncover the challenges faced by these groups, providing insights that can inform proactive organizational support strategies. Multiple regression analyzes revealed that instrumental support had a consistently positive impact on intention to continue working, regardless of sex or caregiving assumptions. Emotional support, while positively correlated with job continuation, did not show a significant direct effect for either gender. In contrast, psychological safety demonstrated a significant influence only when caregiving responsibilities were assumed and this effect was particularly pronounced among women. These findings underscore the importance of psychologically safe supervisory relationships in promoting inclusive retention strategies for diverse future care settings. supervisor’s support family caregiving psychological safety women’s employment balancing conflict Background Life satisfaction is influenced by many factors, and employment is an important determinant. In Japan, women’s employment is more vulnerable to disruptions due to childbirth and childrearing compared to men. In 2023, 50.2% of women aged 15-64 years were in nonregular employment, compared to 17.3% of men (Statistics Bureau & Communications, 2024). Furthermore, only 12.7% of the women held managerial positions at or above the section chief level (Ministry of Health & Welfare, 2024), indicating a persistent gender gap in the workforce. Barriers to Continued Employment A major barrier to continued employment for women is the challenge of balancing work and family life, often intensified by a lack of institutional and environmental support. Full-time working women who care for children or elderly family members often face time restrictions, physical burdens, and psychological stress. These conditions can lead to career interruptions or even resignation. Despite ongoing discussions about work-life balance, structural workplace solutions remain limited in many Japanese organizations. Research Objectives and Scope To address these challenges, this study focuses on the role of supervisor support as a key factor influencing employees’ decisions to stay in the workforce. Supervisors, as direct intermediaries between employees and organizational structures, are uniquely positioned to understand individual needs and adjust workloads or expectations accordingly. This study aims to evaluate the impact of supervisor support on the intention to continue working, particularly in scenarios where family caregiving responsibilities are assumed. A comparative approach is used to identify gender-based differences in perceptions of work-life balance and managerial support. Balancing work and family life Constraints and Gender Differences in Continued Employment Time, physical and psychological constraints are commonly cited as factors that prevent individuals from achieving a balance between work and family life. Research has shown that these constraints significantly impact continued employment, particularly for women who have responsibilities as caregivers. According to a survey by the National Women’s Education Center (2020), when asked “Do you want to continue working in your current company after marriage and childbirth?”, 40.1% of women and 56.9% of men responded affirmatively. The most frequently cited reason among women who did not wish to continue working was “It is difficult to continue working given the workplace and the work situation” (63.6%). These results indicate that difficulties in balancing work and family life can severely limit long-term career prospects. For career-oriented women, having children can be perceived as a risk, and marriage itself can appear to be an unattainable option. Changes in Employment Patterns and Organizational Challenges Studies on work-life balance have shown that full-time female employees tend to take extended leave after the birth of their youngest child, typically until the child reaches one year of age. As children grow older, particularly from the early years of elementary school, many women transition to reduced working hours or flexible work arrangements due to childcare. The primary reason for leaving the workforce is the challenge of balancing work and family responsibilities (Japan Management Association Research Institute, 2021). These findings highlight a strong correlation between work-family balance difficulties and employee turnover, emphasizing the urgent need to establish workplace environments that support sustainable work-life integration. Theoretical and Cultural Perspectives on Work-Family Conflict Drawing on the work of Kahn, Wolfe, Quinn, Snoek, and Rosenthal (1964), Greenhaus and Beutell (1985) defined work-family conflict as a form of role conflict that occurs when the demands of work and family roles are in some way incompatible. This type of conflict has been associated with a variety of negative outcomes, including increased depression, poor physical health (Frone, Russell, & Cooper, 1997), reduced satisfaction with work and life(Adams, King, & King, 1996), and decreased quality in both the professional and personal spheres(Higgins, Duxbury, & Irving, 1992). Goldin (2021) analyzes the career and family trajectories of American women over a 100-year period, demonstrating how women with college education have navigated the constraints and goals of “pursuing a career”, focusing on family, and “returning to work after child-rearing” and how these have changed over time. In Japan, Yamaguchi (2010) investigated similar contradictions between women in managerial and professional roles, noting that these tensions stem not only from long working hours traditionally associated with regular male employees but also from the lack of flexibility in the workplace. Similarly, Maekawa, Takeuchi, and Matsumoto (2021) emphasize that long working hours exacerbate work-family conflicts and that the current workplace environment in Japan is insufficient to support work-life balance. These studies underscore the need for organizational reforms to reduce work-family conflicts and promote more equitable and sustainable working arrangements. Job Satisfaction and Retention The Importance of Supervisor—Subordinate Relationships When family caregiving responsibilities are assumed, women’s employment decisions are influenced by various factors, including support from their supervisors and peers. In particular, it is widely recognized that the relationship between a supervisor and a subordinate has a significant impact on the continuity of an employee’s career. For example, the Leader-Member Exchange (LMX) theory proposed by Dansereau, Graen, and Haga (1975) posits that the quality of the supervisor-subordinate relationship varies between individuals and that higher quality relationships lead to greater job satisfaction, increased productivity, and stronger organizational commitment between subordinates. Supervisor Support and Employee Well-being Consistent with this view, Eisenberger, Fasolo, and Davis-LaMastro (1990) found that when the relationship between a superior and a subordinate is good, employees experience an enhanced sense of belonging within the organization. Additionally, Komaki (1994) observed that female office workers experiencing high levels of work-related stress maintained better mental health when they felt emotionally supported by their supervisors. In contrast, employees who perceived low levels of supervisory support were more prone to depression. These findings highlight the critical role that supervisors play in buffering the negative effects of work-related stress and work-family conflict, particularly for women who assume caregiving responsibilities. Understanding how supervisory support contributes to employee retention and well-being is essential to design workplace policies that promote sustainable employment and work—life balance. Challenges in Maintaining Work-Life Balance In situations where balancing work and family is difficult, flexibility and adaptive support are among the most important needs of women. The presence of a supervisor who can offer a safe space for consultation and make appropriate adjustments in response to time constraints, physical strain, or unexpected life events plays a crucial role in determining whether a woman will stay employed. Because organizational measures to support work—life balance remain insufficient in many workplaces, the role of supervisors who provide direct support and demonstrate commitment to employee well-being becomes even more important. There is a pressing need to establish sustainable workplace models that enable women to maintain both career and family life over the long term and to facilitate their smooth return to work when interruptions occur. Research Focus: Gender and Career Continuity In the era of 100-year life, understanding the factors that influence women’s motivation to remain in the workforce is essential not only for career development, but also for broader lifelong development. This study hypothesizes that the determinants of employee retention change in response to changing life stages and evolving individual needs. Consequently, the analysis focuses on the impact of supervisory support on continued employment, as well as on how its influence may vary over time. Special attention is given to women’s career continuity, with a comparative analysis conducted between male and female employees to identify gender-specific differences. Support from supervisors Support from supervisors includes both emotional support, such as empathy and consideration, and instrumental support, including assistance in skill development and task execution (House, 1981). Previous research has shown that supervisory support is effective in reducing subordinate stress levels Abdel-Halim (1982); Horita and Otsuka (2014); Komatsu et al. (2010) and can enhance employee motivation, depending on contextual factors (Komaki & Tanaka, 1996). In the following sections, we explain the rationale for selecting specific types of supervisory support in this study and present the corresponding hypotheses. Emotional support The difficulty of balancing work and family responsibilities remains a significant challenge particularly for women, who may experience increased anxiety when observing others in similar situations. Previous studies have shown that unpredictable childhood illnesses can exacerbate psychological stress (Hisai, 2007) and that perfectionistic tendencies in both family and occupational roles can contribute to mental health decline (Aida & Matsunaga, 2019). Inoue and Hamaguchi (2015) cite the difficulties of working while raising children as “The real feelings of working mothers and show the conflict between the ideal self at work and the real self. In such a context, anxiety and stress arising from work-family conflict can increase and emotional support from supervisors can play a crucial role in employees” decisions to continue working. Given that women are often expected to bear a disproportionate burden of family care responsibilities, such support can have a more pronounced effect on women than on men. Hypothesis 1: When considering family care, emotional support from supervisors will have a greater positive effect on employees’ intentions to continue working for women than for men. Instrumental support Instrumental support from supervisors—such as guidance for professional growth and practical job-related support, is also an important factor in an employee’s decision to remain employed. Yokoyama and Kurumai (2020) found that a woman’s pre-birth willingness to work before birth influenced her attitudes and behavior during the child-rearing phase. Similarly, Sano (2013)observed that women who had received strong recognition for their work prior to delivery were more likely to return to work afterward. These findings suggest that professional growth and positive experiences in the workplace strengthen self-efficacy, thereby fostering the intention to continue working despite caregiving obligations. However, if a woman believes that domestic responsibilities primarily belong to women, she may unconsciously suppress her drive for professional development when family care is required. Several studies have indicated that gender stereotypes influence women’s decisions about whether to continue working in caregiving situations(Hackett & Betz, 1981; Komter, 1989; Sangu, 2018), reflecting broader societal norms about gender divisions of labor. Hypothesis 2: Although instrumental support from supervisors generally promotes continued employment, its effect diminishes for women in scenarios where caregiving responsibilities are assumed, compared to men in similar situations. The psychological safety environment supervisors create for subordinates Psychological safety refers to a state in which individuals feel secure in expressing themselves and taking interpersonal risks within a team or organizational setting. Numerous studies have shown that psychological safety positively influences both organizational development and individual employee results (Bergmann & Schaeppi, 2016; Frazier, Fainshmidt, Klinger, Pezeshkan, & Vracheva, 2017). According to Edmondson, Higgins, Singer, and Weiner (2016), psychological safety tends to be less accessible to people in weaker social positions or people with less career experience. For employees who experience work-life conflict, psychological safety is particularly important, especially in unfamiliar environments where they may feel inferior to their peers. In this study, we focus on psychological safety not as a general team or organizational climate, but specifically as a function of the interpersonal relationship between supervisors and subordinates. The effects of work-life conflict are wide-ranging, and many of them are negative (Adams et al., 1996; Dinh et al., 2017; Frone et al., 1997; Goldin, 2021; Higgins et al., 1992; Hwang & Jung, 2020; Moreira, Fonseca, Caiado, & Canavarro, 2019). In situations where unexpected events (such as a child’s sudden illness) occur, employees may be forced to maintain their work performance while managing additional burdens. In such situations, psychological safety is vulnerable and the presence of supportive immediate supervisors is particularly important. This is because they not only provide emotional reassurance, but also often have discretion over workplace accommodations. To support continued employment under these conditions, it is essential that supervisors understand the unique challenges faced by individual employees and offer support that fosters a psychologically safe environment. When employees feel like valued members of the organization and can communicate openly without fear, even in situations where family care is assumed, their motivation to continue working is more likely to be sustained. Thus, direct supervisors must demonstrate flexibility and cultivate trust-based relationships that enable employees to express their concerns without anxiety or hesitation. Based on this discussion, we propose the following hypothesis. Hypothesis 2: When family caregiving responsibilities are assumed, the psychological safety provided by the supervisors has a stronger influence on women’s intention to continue working. Methods Survey Participants and Procedures Responses were collected in March 2024 from registered monitors of an online research company. Eligible participants were full-time employees in their 20s or 30s, residing in the Kanto region of Japan (Tokyo, Kanagawa, Chiba, Saitama, and Ibaraki) and without children. The purpose of the study and the procedures for handling personal information were clearly explained on the cover page, and the participants provided their informed consent before completing the survey. After excluding incomplete responses, the final valid sample comprised 445 participants (161 men and 284 women; mean age = 30.10 years, SD = 5.20). The study was carried out following the review and approval of the Ethics Review Committee of the author’s institution (Approval No. 202304). The participants received a predetermined number of points from the research company as compensation. All analyzes were performed using SPSS version 26.0. Measurement Scales and Constructs Intention to Continue Working Participants’ intentions to continue working were assessed using two items rated on a five-point Likert scale. The first item asked about their general intention to remain employed at their current company. The second item asked about their preference to continue working at the same company during life events such as childbirth or caregiving. Higher scores indicated a stronger agreement with the respective statements. Emotional and Instrumental Support Supervisor support was measured using the social support scale developed by Komaki (1994). Emotional support was assessed with eight items (e.g., “He/she encourages me when I am feeling down at work”) and instrumental support was measured with six items (e.g., “He/she provides me with knowledge and information that I can apply to my work”). Responses were recorded on a five-point Likert scale, with higher scores indicating stronger perceived support. Factor analysis (maximum likelihood method with Promax rotation) was performed separately for each subscale. Emotional support produced factor loadings ranging from.70 to.78 (α = .91), and instrumental support ranged from.71 to.83 (α = .90), confirming a single-factor structure and high internal reliability consistent with previous studies. Psychological Safety Psychological safety was assessed using the Japanese version of the scale developed by O’Donovan, Van Dun, and McAuliffe (2020), adapted by Sasaki et al. (2022). The scale consisted of nine elements (for example, “When I express my opinion, the team leader [or supervisor] listens to it with respect’) rated on a seven-point Likert scale. Higher scores indicated a greater sense of psychological safety. Factor analysis (Maximum likelihood method with Promax rotation) confirmed a one-factor structure, with factor loadings ranging from.65 to.80 and a Cronbach alpha of.91, demonstrating high internal consistency. For each scale, the mean score (total score divided by the number of items) was calculated and used in subsequent analyzes. Results Correlations between variables First, for both men and women, there were significant positive correlations among the three types of supervisor support: emotional, instrumental, and psychological safety. Furthermore, the three types of supervisor support were positively associated with both forms of intention to continue working, general and inclusive of caregivers, for both genders. Gender differences were also observed. Specifically, the correlation between psychological safety and the intention to continue working in the context of family caregiving responsibilities was stronger for women than for men. The impact of supervisor support on the intention to continue working Multiple regression analyzes were performed to examine the effects of supervisor support on the intentions of the employees to continue working. In each model, the intention to continue working was entered as a dependent variable and the three types of supervisor support, emotional, instrumental, and psychological safety, were entered as independent variables. All models showed statistically significant determination coefficients, indicating that supervisor support explained a significant portion of the variance in employee retention intentions. The results of the three hypotheses are discussed in the following. Table 1 Correlation coefficients for each variable Note. *p < .05, ** p < .01, *** p < .001, Top row shows male, bottom row shows female First, the effect of emotional support on the intention to continue working was not statistically significant for men or women, regardless of whether the family assumed caregiving responsibilities. Consequently, Hypothesis 1: When considering family care, emotional support from supervisors will have a greater positive effect on employees intentions to continue working for women than for men. Next, in terms of instrumental support, which encompasses skill development and assistance with work-related tasks, Hypothesis 2 posited that the effect of instrumental support from supervisors is weaker for women with assumed caregiving responsibilities than for men in comparable situations. However, this hypothesis was also not supported. Instrumental support showed a positive and significant association with the intention to continue working for both men and women, with only minimal differences in regression coefficients between the groups. This indicates that the presence or absence of assumed caregiving responsibilities does not substantially alter the effect of instrumental support. In particular, even under caregiving conditions, women’s motivation for professional growth and skill development appears to remain a key factor in their decision to stay in the workforce. Finally, The results supported Hypothesis 3, the findings showed that psychological safety from supervisors had a greater effect on women than on men in the context of family assumed caregiving responsibilities. When family caregiving responsibilities were not considered, psychological safety did not have a significant influence on the intention of employees to leave. However, when such responsibilities existed, psychological safety had a significant positive influence, particularly among women. The regression coefficients β were higher for women than for men, and among the three types of supervisor support examined, psychological safety had the strongest influence on women’s decision to leave. These results indicate that women are sensitive to the demands of family caregiving and that feeling psychological safety in interactions with supervisors helps them balance work and family life, making it an important determinant of their continued participation in the workforce. Table 2 Impact of Supervisor Support on Intention to Continue Working Note. *p < .05, ** p < .01, *** p < .001, Top row shows male, bottom row shows female Discussion This study examined of supervisor support on employee intentions to continue working, with a particular focus on gender differences and the presence or absence of responsibilities from family caregivers. Correlation analyzes revealed that all three forms of supervisor support, emotional, instrumental and psychological safety, were positively associated with the intention to continue working for men and women, regardless of whether family caregiving was assumed. These findings are consistent with previous research showing that supervisor support contributes to employees' motivation to stay in the workforce. Regarding emotional support, although it was positively correlated with the intention to continue working, the regression analysis did not reveal a significant causal relationship for either gender. Thus, Hypothesis 1 was not supported. One possible explanation is that, while encouragement and empathy can improve the general perception of a positive work environment, they do not exert a direct influence on employee decisions to stay employed. However, previous research has highlighted that employees’ perceptions of their direct supervisors shape their view of the organization as a whole, thus increasing their sense of organizational belonging (Dappa, Bhatti, & Aljarah, 2019 ; Gaudet & Tremblay, 2017 ). Supervisor support is also known to improve perceived organizational support (Eisenberger, Stinglhamber, Vandenberghe, Sucharski, & Rhoades, 2002 ; Yoon & Lim, 1999 ), which has been associated with higher organizational commitment and work involvement (Ministry of Health & Welfare,2019). These indirect pathways suggest that, while emotional support may not directly predict retention, it can still contribute to a broader supportive environment that fosters engagement. Therefore, consistent and genuine communication, including positive feedback and empathetic interactions, remains essential to cultivate a psychologically safe and inclusive work environment. However, the support measures had a significant and positive impact on the intention of the employees to continue working, regardless of gender or assumed caregiving responsibilities. Hypothesis 2 , which suggested that instrumental support assumed caregiving responsibilities, was not supported. The results indicate that both men and women place equal importance on career development support and problem-solving support when balancing work and assumed caregiving responsibilities. These results emphasize the importance of maintaining fair access to growth opportunities in the workplace. It is also important to be aware of the risk of unintentionally isolating caregiving employees who are motivated to work by over-accommodating them. For example, Mochida and Okada ( 2021 ) shows that working mothers who receive special consideration at work experience a stage where they feel both gratitude and alienation. As an organization, it is important to note that excessive consideration toward employees providing family care can hinder their opportunities to enhance their professional skills. Regarding psychological safety, no significant effect on job retention was observed when there was no caregiving responsibility. However, in conditions in which caregiving responsibility was assumed, psychological safety emerged as an important predictor of employees’ intention to continue working, particularly among women. These results support Hypothesis 3 and suggest that psychological safety plays a unique and important role when individuals face uncertain or conflicting work and family dynamics. Previous studies have shown that people in positions with low authority and low career stability are less likely to experience psychological safety (Edmondson et al., 2016 ). This may explain why a psychologically safe environment is more beneficial for women who balance caregiving and work. Women facing work-family conflict can experience increased vulnerability, similar to new employees adjusting to unfamiliar expectations. The emotional toll of unplanned absences, guilt over reduced working hours, and repeated disruptions in routine can undermine their sense of agency. In such situations, a psychologically safe relationship with one’s supervisor—where they can express concerns without fear of judgment, can provide the emotional buffer necessary to maintain participation in the workforce. This may be because psychological safety addresses a deeper layer of integration between work and family. It reassures employees that they can navigate unpredictable or emotionally taxing circumstances without penalty. Together, these findings highlight the complex interaction between gender, caregiving roles, and the type of supervisor support most effective in retaining employees. More research is needed to explore the mechanisms by which psychological safety promotes sustained engagement and how organizational practices can better support gender equity in caregiving and career development. Summary The findings of this study indicate that, in contexts where family assumed caregiving responsibilities are expected, psychological safety in the supervisor—subordinate relationship has the strongest influence on women’s intentions to remain in the workforce. Specifically, a relationship in which women feel safe to express their opinions and thoughts without fear of reprisal appears to play a crucial role in the maintenance of employment among those who balance work and caregiving duties. The ability to interact with supervisors without hesitation or emotional stress appears to be especially important for women undergoing transitions associated with the adoption of new life roles. This may be regarded as the most important contribution of the present study. In addition, instrumental support, such as the provision of work-related information and advice, was found to contribute to continued employment, even in the midst of the demands of managing both work and family. Importantly, the process of balancing work and family often facilitates the development of valuable skills. Mochida and Okada ( 2021 ) reported that women seeking to harmonize these roles acquire competencies such as time management, multitasking, and team management skills during the stages of pregnancy, childbirth, and childrearing. These experiences foster personal growth and adaptation. Similarly, Inoue and Hamaguchi ( 2015 ) emphasized that obtaining a sense of fulfillment from one’s work and experiencing personal development are critical factors in promoting continued employment. Their work also highlights the strategies employed by working mothers to manage competing demands, such as investing financial resources to secure time or suppressing personal emotions to ac rationally. These findings suggest that women grow and adapt while navigating the inherent tensions between work and family, sometimes accepting limitations as part of the process. With appropriate support systems in place, it becomes more feasible for women to envision a sustainable balance. In addition, the presence of experienced mentors and role models enhances this process. For example, Kodama and Fukada ( 2010 ) found that having a mentor at work with experience in balancing work and parenting bolsters women’s intentions to remain employed. Likewise, Nielson, Carlson, and Lankau ( 2001 ) observed a lower work-family conflict among respondents who had mentors compared to those who did not. Kato ( 2004 ) also found that female role models encourage the continuation of employment among women. Ultimately, increasing the number of women who successfully integrate work and family life will benefit not only individual employees but also the organizations that support them. Limitations This study has several limitations that should be acknowledged, along with directions for future research. The analysis focused primarily on the support of the supervisor as a factor influencing the intentions of the employees to continue working. However, the decision to remain in the workforce is shaped by a complex interplay of additional variables, including organizational structures, the availability of family support, housing conditions, economic factors, and future life events such as marriage. As such, interpreting the findings of this study requires a comprehensive and contextualized perspective. However, this study makes a meaningful contribution by highlighting the role of supervisor support in promoting work—life balance, as well as shedding light on gender differences in attitudes toward division of labor. These insights offer valuable implications for organizational practices and gender-sensitive policy development. Future research should seek to identify the specific conditions and mechanisms through which psychological safety is fostered and the contexts in which it is most impactful. Furthermore, to address the broader issue of women’s continued participation in the workforce, it will be essential to examine the influence of evolving intergenerational attitudes toward caregiving and to consider the role of institutional designs, both corporate and governmental, that can facilitate sustainable integration of work and family. Declarations Funding: No funding was received for conducting this study. Competing Interests: The authors have no relevant financial or non-financial interests to disclose. Ethical Approval and Consent to Participate: This study was reviewed and approved by the Ethics Review Committee of the Aichi Toho University (Approval No. 202304). Participants provided informed consent and received a specified number of reward points from the survey company for their participation. All procedures were carried out according to the Declaration of Helsinki and its subsequent amendments. Human and Animal Ethics: Not applicable. Consent for Publication: The purpose of the survey and the handling of personal information was clearly explained on the cover page (e.g., by publishing results in a form that does not identify individuals), and participants were asked to participate in the survey only after obtaining consent. Availability of Supporting Data: The data that support the findings of this study are available from the corresponding author, upon reasonable request. Clinical Trial Registration: Not applicable. Notes: Some of the results of this research were presented at the 2024 11th International Conference on Education and Psychological Sciences, held in May 2024. Author Contribution Authors' ContributionsMichi Yoshimura, the corresponding author, certifies that all authors made substantial contributions to the conception and design of the study, data acquisition, data analysis and interpretation, manuscript drafting, critical revision, and final approval of the version to be published. All authors agree to be accountable for all aspects of the work, ensuring that questions related to the accuracy or integrity of any part of the work are appropriately investigated and resolved.・Michi Yoshimura and Hiroyuki Yamaguchi contributed to the conception and design of the study.・Michi Yoshimura was responsible for commissioning a web-based research company to collect data and recruit survey participants.・Michi Yoshimura prepared all figures and tables.・Both Michi Yoshimura and Hiroyuki Yamaguchi conducted the statistical analysis and interpretation of the data.・Both authors contributed to drafting the manuscript.・Both authors critically revised the manuscript for important intellectual content. Acknowledgement I would like to express my sincere gratitude to Professor Hiroshi Ikeda of Kyushu University for his valuable advice in the preparation of this paper. 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Hwang, W., & Jung, E. (2020). Unpartnered mothers’ work–family conflict and parenting stress: The moderating effects of nonstandard work schedules. Family and Economic Issues , 41 (1), 158–171. https://doi.org/10.1007/s10834-019-09647-x Inoue, N., & Hamaguchi, Y. (2015). Process of inner changes in working mothers at a company: From the perspective of “self” as a worker and a mother. Japanese Journal of Counseling Science , 48 , 175–188. Japan Management Association Research Institute. (2021). 2020 research project to understand the current situation regarding work–life balance, survey of workers, summary of results . Retrieved May 19, 2025, from https://www.mhlw.go.jp/content/11900000/000791052.pdf Kahn, R. L., Wolfe, D. M., Quinn, R., Snoek, J. D., & Rosenthal, R. A. (1964). Organizational stress: Studies in role conflict and ambiguity . John Wiley. Kato, T. (2004). Human resource management of female researchers in pharmaceutical companies: Factors which prevent continuous working. The Japanese Journal of Labour Studies , 532 , 71–86. Kodama, M., & Fukada, H. (2010). The effect of mentoring on the working intentions of regular female employees rearing children considering work–family conflict and vocational identity as mediator. Research in Social Psychology , 26 (1), 1–12. Komaki, K. (1994). Effects of social support on job stressors and mental health. The Japanese Journal of Health Psycholo gy, 7 *(2), 2–10. Komaki, K., & Tanaka, K. (1996). The effects of social support on young workers. Research in Social Psychology, 11 (3), 195–205. Komatsu, Y., Kai, H., Nagamatsu, T., Shiwa, T., Suyama, Y., & Sugimoto, M. (2010). Buffering effect of social support in the workplace on job strain and depressive symptoms. Journal of Occupational Health , 52 , 140–148. Komter, A. (1989). Hidden power in marriage. Gender & Society , 3 (2), 187–216. Maekawa, M., Takeuchi, T., & Matsumoto, S. (2021). A review: Factors affecting work–family conflict among Japanese parents with children. Journal of Child Health , 80 (6), 813–820. Ministry of Health, Labour and Welfare. (2019). Analysis of the labour economy—Challenges facing Japan: Work styles and labour shortages . Retrieved May 19, 2025, from https://www.mhlw.go.jp/wp/hakusyo/roudou/19/dl/19-1.pdf Ministry of Health, Labour and Welfare. (2024). Basic survey of gender equality in employment management 2023 . Retrieved May 19, 2025, from https://www.mhlw.go.jp/toukei/list/71-r05.html Mochida, S., & Okada, M. (2021). Work–family balance strategies of Japanese working mothers and their adaptation process at work. Japanese Journal of Industrial/Organizational Psychology , 34 (2), 147–163. Moreira, H., Fonseca, A., Caiado, B., & Canavarro, M. C. (2019). Work–family conflict and mindful parenting: The mediating role of parental psychopathology symptoms and parenting stress in a sample of Portuguese employed parents. Frontiers in Psychology , 10 , 1–17. https://doi.org/10.3389/fpsyg.2019.00635 National Women’s Education Center. (2020). Survey research on men and women’s initial career paths to promote active participation: Report . Retrieved May 19, 2025, from https://www.nwec.go.jp/about/publish/2019/ecdat60000006v2p.html Nielson, T. R., Carlson, D. S., & Lankau, M. J. (2001). The supportive mentor as a means of reducing work–family conflict. Journal of Vocational Behavior , 59 , 364–381. https://doi.org/10.1006/jvbe.2001.1806 O’Donovan, R., Van Dun, D., & McAuliffe, E. (2020). Measuring psychological safety in healthcare teams: Developing an observational measure to complement survey methods. BMC Medical Research Methodology , 20 (1), 203. https://doi.org/10.1186/s12874-020-01066-z Sangu, J. (2018). How does the relationship between a couple depends on the circumstance of a wife employment . Minerva Shobo. Sano, J. (2013). How working mothers form the long-term prospect of a career: Analysis of depth-interviews with working mothers who continued their full-time work at large private firms after childbirth. Journal of Household Economics , 1 , 37.27–39. Sasaki, N., Inoue, A., Asaoka, H., Sekiya, Y., Nishi, D., Tsutsumi, A., & Imamura, K. (2022). The survey measure of psychological safety and its association with mental health and job performance: A validation study and cross-sectional analysis. International Journal of Environmental Research and Public Health , 19 (16), Article 9888. Statistics Bureau, Ministry of Internal Affairs and Communications. (2024). Average results of the 2023 (Heisei 15) labor force survey (basic tabulation). Retrieved May 19, 2025, from https://www.stat.go.jp/data/roudou/sokuhou/nen/ft/pdf/gaiyou.pdf Yamaguchi, K. (2010). The over-employment of regular employees and their work–family conflict (Tech. Rep. No. 10-J-008). Research Institute of Economy, Trade and Industry (RIETI). Yokoyama, Y., & Kurumai, H. (2020). When Japanese women decide to work even during childrearing and why. Journal of University of Hyogo , 71 (123), 1–14. Yoon, J., & Lim, J. C. (1999). Organizational support in the workplace: The case of Korean hospital employees. Human Relations , 52 (7), 923–945. Additional Declarations No competing interests reported. Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-6701227","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":473664252,"identity":"4322e249-f7bd-46a2-a195-73ca9a8932cb","order_by":0,"name":"Michi Yoshimura","email":"data:image/png;base64,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","orcid":"","institution":"Aichi Toho University","correspondingAuthor":true,"prefix":"","firstName":"Michi","middleName":"","lastName":"Yoshimura","suffix":""},{"id":473664253,"identity":"e59760bf-ca95-4652-b422-1c0e24898955","order_by":1,"name":"Hiroyuki Yamaguchi","email":"","orcid":"","institution":"Kyoto Tachibana University","correspondingAuthor":false,"prefix":"","firstName":"Hiroyuki","middleName":"","lastName":"Yamaguchi","suffix":""}],"badges":[],"createdAt":"2025-05-19 17:53:09","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-6701227/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-6701227/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":90508926,"identity":"655eef6f-f209-4fa4-b8dc-4277bc6bc57f","added_by":"auto","created_at":"2025-09-03 13:09:07","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":839805,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-6701227/v1/e9e5a98f-9043-4cfd-ad63-aca3edc33c5b.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"Gender differences in the impact of supervisor support on retention intentions among employees with family caregiving roles","fulltext":[{"header":"Background","content":"\u003cp\u003eLife satisfaction is influenced by many factors, and employment is an important determinant. In Japan, women\u0026rsquo;s employment is more vulnerable to disruptions due to childbirth and childrearing compared to men. In 2023, 50.2% of women aged 15-64 years were in nonregular employment, compared to 17.3% of men (Statistics Bureau \u0026amp; Communications, 2024). Furthermore, only 12.7% of the women held managerial positions at or above the section chief level (Ministry of Health \u0026amp; Welfare, 2024), indicating a persistent gender gap in the workforce.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eBarriers to Continued Employment\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eA major barrier to continued employment for women is the challenge of balancing work and family life, often intensified by a lack of institutional and environmental support. Full-time working women who care for children or elderly family members often face time restrictions, physical burdens, and psychological stress. These conditions can lead to career interruptions or even resignation. Despite ongoing discussions about work-life balance, structural workplace solutions remain limited in many Japanese organizations.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eResearch Objectives and Scope\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTo address these challenges, this study focuses on the role of supervisor support as a key factor influencing employees\u0026rsquo; decisions to stay in the workforce. Supervisors, as direct intermediaries between employees and organizational structures, are uniquely positioned to understand individual needs and adjust workloads or expectations accordingly. This study aims to evaluate the impact of supervisor support on the intention to continue working, particularly in scenarios where family caregiving responsibilities are assumed. A comparative approach is used to identify gender-based differences in perceptions of work-life balance and managerial support.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eBalancing work and family life\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConstraints and Gender Differences in Continued Employment\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTime, physical and psychological constraints are commonly cited as factors that prevent individuals from achieving a balance between work and family life. Research has shown that these constraints significantly impact continued employment, particularly for women who have responsibilities as caregivers. According to a survey by the National Women\u0026rsquo;s Education Center (2020), when asked \u0026ldquo;Do you want to continue working in your current company after marriage and childbirth?\u0026rdquo;, 40.1% of women and 56.9% of men responded affirmatively. The most frequently cited reason among women who did not wish to continue working was \u0026ldquo;It is difficult to continue working given the workplace and the work situation\u0026rdquo; (63.6%). These results indicate that difficulties in balancing work and family life can severely limit long-term career prospects. For career-oriented women, having children can be perceived as a risk, and marriage itself can appear to be an unattainable option.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eChanges in Employment Patterns and Organizational Challenges\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eStudies on work-life balance have shown that full-time female employees tend to take extended leave after the birth of their youngest child, typically until the child reaches one year of age. As children grow older, particularly from the early years of elementary school, many women transition to reduced working hours or flexible work arrangements due to childcare. The primary reason for leaving the workforce is the challenge of balancing work and family responsibilities (Japan Management Association Research Institute, 2021). These findings highlight a strong correlation between work-family balance difficulties and employee turnover, emphasizing the urgent need to establish workplace environments that support sustainable work-life integration.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTheoretical and Cultural Perspectives on Work-Family Conflict\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eDrawing on the work of Kahn, Wolfe, Quinn, Snoek, and Rosenthal (1964), Greenhaus and Beutell (1985) defined work-family conflict as a form of role conflict that occurs when the demands of work and family roles are in some way incompatible. This type of conflict has been associated with a variety of negative outcomes, including increased depression, poor physical health (Frone, Russell, \u0026amp; Cooper, 1997), reduced satisfaction with work and life(Adams, King, \u0026amp; King, 1996), and decreased quality in both the professional and personal spheres(Higgins, Duxbury, \u0026amp; Irving, 1992). Goldin (2021) analyzes the career and family trajectories of American women over a 100-year period, demonstrating how women with college education have navigated the constraints and goals of \u0026ldquo;pursuing a career\u0026rdquo;, focusing on family, and \u0026ldquo;returning to work after child-rearing\u0026rdquo; and how these have changed over time. In Japan, Yamaguchi (2010) investigated similar contradictions between women in managerial and professional roles, noting that these tensions stem not only from long working hours traditionally associated with regular male employees but also from the lack of flexibility in the workplace. Similarly, Maekawa, Takeuchi, and Matsumoto (2021) emphasize that long working hours exacerbate work-family conflicts and that the current workplace environment in Japan is insufficient to support work-life balance. These studies underscore the need for organizational reforms to reduce work-family conflicts and promote more equitable and sustainable working arrangements.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eJob Satisfaction and Retention\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThe Importance of Supervisor\u0026mdash;Subordinate Relationships\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eWhen family caregiving responsibilities are assumed, women\u0026rsquo;s employment decisions are influenced by various factors, including support from their supervisors and peers. In particular, it is widely recognized that the relationship between a supervisor and a subordinate has a significant impact on the continuity of an employee\u0026rsquo;s career. For example, the Leader-Member Exchange (LMX) theory proposed by Dansereau, Graen, and Haga (1975) posits that the quality of the supervisor-subordinate relationship varies between individuals and that higher quality relationships lead to greater job satisfaction, increased productivity, and stronger organizational commitment between subordinates.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSupervisor Support and Employee Well-being\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eConsistent with this view, Eisenberger, Fasolo, and Davis-LaMastro (1990) found that when the relationship between a superior and a subordinate is good, employees experience an enhanced sense of belonging within the organization. Additionally, Komaki (1994) observed that female office workers experiencing high levels of work-related stress maintained better mental health when they felt emotionally supported by their supervisors. In contrast, employees who perceived low levels of supervisory support were more prone to depression. These findings highlight the critical role that supervisors play in buffering the negative effects of work-related stress and work-family conflict, particularly for women who assume caregiving responsibilities. Understanding how supervisory support contributes to employee retention and well-being is essential to design workplace policies that promote sustainable employment and work\u0026mdash;life balance.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eChallenges in Maintaining Work-Life Balance\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eIn situations where balancing work and family is difficult, flexibility and adaptive support are among the most important needs of women. The presence of a supervisor who can offer a safe space for consultation and make appropriate adjustments in response to time constraints, physical strain, or unexpected life events plays a crucial role in determining whether a woman will stay employed. Because organizational measures to support work\u0026mdash;life balance remain insufficient in many workplaces, the role of supervisors who provide direct support and demonstrate commitment to employee well-being becomes even more important. There is a pressing need to establish sustainable workplace\u003c/p\u003e\n\u003cp\u003emodels that enable women to maintain both career and family life over the long\u003c/p\u003e\n\u003cp\u003eterm and to facilitate their smooth return to work when interruptions occur.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eResearch Focus: Gender and Career Continuity\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eIn the era of 100-year life, understanding the factors that influence women\u0026rsquo;s motivation to remain in the workforce is essential not only for career development, but also for broader lifelong development. This study hypothesizes that the determinants of employee retention change in response to changing life stages and evolving individual needs. Consequently, the analysis focuses on the impact of supervisory support on continued employment, as well as on how its influence may vary over time. Special attention is given to women\u0026rsquo;s career continuity, with a comparative analysis conducted between male and female employees to identify gender-specific differences.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSupport from supervisors\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eSupport from supervisors includes both emotional support, such as empathy and consideration, and instrumental support, including assistance in skill development and task execution (House, 1981). Previous research has shown that supervisory support is effective in reducing subordinate stress levels Abdel-Halim (1982); Horita and Otsuka (2014); Komatsu et al. (2010) and can enhance employee motivation, depending on contextual factors (Komaki \u0026amp; Tanaka, 1996). In the following sections, we explain the rationale for selecting specific types of supervisory support in this study and present the corresponding hypotheses.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEmotional support\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe difficulty of balancing work and family responsibilities remains a significant challenge particularly for women, who may experience increased anxiety when observing others in similar situations. Previous studies have shown that unpredictable childhood illnesses can exacerbate psychological stress (Hisai, 2007) and that perfectionistic tendencies in both family and occupational roles can contribute to mental health decline (Aida \u0026amp; Matsunaga, 2019). Inoue and Hamaguchi (2015) cite the difficulties of working while raising children as \u0026ldquo;The real feelings of working mothers and show the conflict between the ideal self at work and the real self. In such a context, anxiety and stress arising from work-family conflict can increase and emotional support from supervisors can play a crucial role in employees\u0026rdquo; decisions to continue working. Given that women are often expected to bear a disproportionate burden of family care responsibilities, such support can have a more pronounced effect on women than on men.\u003c/p\u003e\n\u003cp\u003eHypothesis 1: When considering family care, emotional support from supervisors will have a greater positive effect on employees\u0026rsquo; intentions to continue working for women than for men.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eInstrumental support\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eInstrumental support from supervisors\u0026mdash;such as guidance for professional growth and practical job-related support, is also an important factor in an employee\u0026rsquo;s decision to remain employed. Yokoyama and Kurumai (2020) found that a woman\u0026rsquo;s pre-birth willingness to work before birth influenced her attitudes and behavior during the child-rearing phase. Similarly, Sano (2013)observed that women who had received strong recognition for their work prior to delivery were more likely to return to work afterward. These findings suggest that professional growth and positive experiences in the workplace strengthen self-efficacy, thereby fostering the intention to continue working despite caregiving obligations. However, if a woman believes that domestic responsibilities primarily belong to women, she may unconsciously suppress her drive for professional development when family care is required. Several studies have indicated that gender stereotypes influence women\u0026rsquo;s decisions about whether to continue working in caregiving situations(Hackett \u0026amp; Betz, 1981; Komter, 1989; Sangu, 2018), reflecting broader societal norms about gender divisions of labor.\u003c/p\u003e\n\u003cp\u003eHypothesis 2: Although instrumental support from supervisors generally promotes continued employment, its effect diminishes for women in scenarios where caregiving responsibilities are assumed, compared to men in similar situations.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThe psychological safety environment supervisors create for subordinates\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003ePsychological safety refers to a state in which individuals feel secure in expressing themselves and taking interpersonal risks within a team or organizational setting. Numerous studies have shown that psychological safety positively influences both organizational development and individual employee results (Bergmann \u0026amp; Schaeppi, 2016; Frazier, Fainshmidt, Klinger, Pezeshkan, \u0026amp; Vracheva, 2017). According to Edmondson, Higgins, Singer, and Weiner (2016), psychological safety tends to be less accessible to people in weaker social positions or people with less career experience. For employees who experience work-life conflict, psychological safety is particularly important, especially in unfamiliar environments where they may feel inferior to their peers. In this study, we focus on psychological safety not as a general team or organizational climate, but specifically as a function of the interpersonal relationship between supervisors and subordinates. The effects of work-life conflict are wide-ranging, and many of them are negative (Adams et al., 1996; Dinh et al., 2017; Frone et al., 1997; Goldin, 2021; Higgins et al., 1992; Hwang \u0026amp; Jung, 2020; Moreira, Fonseca, Caiado, \u0026amp; Canavarro, 2019). In situations where unexpected events (such as a child\u0026rsquo;s sudden illness) occur, employees may be forced to maintain their work performance while managing additional burdens. In such situations, psychological safety is vulnerable and the presence of supportive immediate supervisors is particularly important. This is because they not only provide emotional reassurance, but also often have discretion over workplace accommodations. To support continued employment under these conditions, it is essential that supervisors understand the unique challenges faced by individual employees and offer support that fosters a psychologically safe environment. When employees feel like valued members of the organization and can communicate openly without fear, even in situations where family care is assumed, their motivation to continue working is more likely to be sustained. Thus, direct supervisors must demonstrate flexibility and cultivate trust-based relationships that enable employees to express their concerns without anxiety or hesitation. Based on this discussion, we propose the following hypothesis.\u003c/p\u003e\n\u003cp\u003eHypothesis 2: When family caregiving responsibilities are assumed, the psychological safety provided by the supervisors has a stronger influence on women\u0026rsquo;s intention to continue working.\u003c/p\u003e"},{"header":"Methods","content":"\u003cp\u003e\u003cstrong\u003eSurvey Participants and Procedures\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eResponses were collected in March 2024 from registered monitors of an online research company. Eligible participants were full-time employees in their 20s or 30s, residing in the Kanto region of Japan (Tokyo, Kanagawa, Chiba, Saitama, and Ibaraki) and without children. The purpose of the study and the procedures for handling personal information were clearly explained on the cover page, and the participants provided their informed consent before completing the survey. After excluding incomplete responses, the final valid sample comprised 445 participants (161 men and 284 women; mean age = 30.10 years, SD = 5.20). The study was carried out following the review and approval of the Ethics Review Committee of the author\u0026rsquo;s institution (Approval No. 202304). The participants received a predetermined number of points from the research company as compensation. All analyzes were performed using SPSS version 26.0.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMeasurement Scales and Constructs\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e\u003cem\u003eIntention to Continue Working\u003c/em\u003e\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eParticipants\u0026rsquo; intentions to continue working were assessed using two items rated on a five-point Likert scale. The first item asked about their general intention to remain employed at their current company. The second item asked about their preference to continue working at the same company during life events such as childbirth or caregiving. Higher scores indicated a stronger agreement with the respective statements.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e\u003cem\u003eEmotional and Instrumental Support\u003c/em\u003e\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eSupervisor support was measured using the social support scale developed by Komaki (1994). Emotional support was assessed with eight items (e.g., \u0026ldquo;He/she encourages me when I am feeling down at work\u0026rdquo;) and instrumental support was measured with six items (e.g., \u0026ldquo;He/she provides me with knowledge and information that I can apply to my work\u0026rdquo;). Responses were recorded on a five-point Likert scale, with higher scores indicating stronger perceived support. Factor analysis (maximum likelihood method with Promax rotation) was performed separately for each subscale. Emotional support produced factor loadings ranging from.70 to.78 (\u0026alpha; = .91), and instrumental support ranged from.71 to.83 (\u0026alpha; = .90), confirming a single-factor structure and high internal reliability consistent with previous studies.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e\u003cem\u003ePsychological Safety\u003c/em\u003e\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003ePsychological safety was assessed using the Japanese version of the scale developed by O\u0026rsquo;Donovan, Van Dun, and McAuliffe (2020), adapted by Sasaki et al. (2022). The scale consisted of nine elements (for example, \u0026ldquo;When I express my opinion, the team leader [or supervisor] listens to it with respect\u0026rsquo;) rated on a seven-point Likert scale. Higher scores indicated a greater sense of psychological safety. Factor analysis (Maximum likelihood method with Promax rotation) confirmed a one-factor structure, with factor loadings ranging from.65 to.80 and a Cronbach alpha of.91, demonstrating high internal consistency. For each scale, the mean score (total score divided by the number of items) was calculated and used in subsequent analyzes.\u003c/p\u003e"},{"header":"Results","content":"\u003ch2\u003e\u003cstrong\u003eCorrelations between variables\u003c/strong\u003e\u003c/h2\u003e\n\u003cp\u003eFirst, for both men and women, there were significant positive correlations among the three types of supervisor support: emotional, instrumental, and psychological safety. Furthermore, the three types of supervisor support were positively associated with both forms of intention to continue working, general and inclusive of caregivers, for both genders. Gender differences were also observed. Specifically, the correlation between psychological safety and the intention to continue working in the context of family caregiving responsibilities was stronger for women than for men.\u003c/p\u003e\n\u003ch2\u003e\u003cstrong\u003eThe impact of supervisor support on the intention to continue working\u003c/strong\u003e\u003c/h2\u003e\n\u003cp\u003eMultiple regression analyzes were performed to examine the effects of supervisor support on the intentions of the employees to continue working. In each model, the intention to continue working was entered as a dependent variable and the three types of supervisor support, emotional, instrumental, and psychological safety, were entered as independent variables. All models showed statistically significant determination coefficients, indicating that supervisor support explained a significant portion of the variance in employee retention intentions. The results of the three hypotheses are discussed in the following.\u003c/p\u003e\n\u003cp\u003eTable 1 Correlation coefficients for each variable\u003c/p\u003e\n\u003cp\u003e\u003cimg width=\"574\" height=\"210\" 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alt=\"image\"\u003e\u003c/p\u003e\n\u003cp\u003eNote. \u003cem\u003e*p\u0026nbsp;\u003c/em\u003e\u0026lt; .05, **\u003cem\u003ep\u003c/em\u003e \u0026lt; .01, ***\u003cem\u003ep\u003c/em\u003e \u0026lt; .001, Top row shows male, bottom row shows female\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eFirst, the effect of emotional support on the intention to continue working was not statistically significant for men or women, regardless of whether the family assumed caregiving responsibilities. Consequently, Hypothesis 1: When considering family care, emotional support from supervisors will have a greater positive effect on employees intentions to continue working for women than for men.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eNext, in terms of instrumental support, which encompasses skill development and assistance with work-related tasks, Hypothesis 2 posited that the effect of instrumental support from supervisors is weaker for women with assumed caregiving responsibilities than for men in comparable situations. However, this hypothesis was also not supported. Instrumental support showed a positive and significant association with the intention to continue working for both men and women, with only minimal differences in regression coefficients between the groups. This indicates that the presence or absence of assumed caregiving responsibilities does not substantially alter the effect of instrumental support. In particular, even under caregiving conditions, women\u0026rsquo;s motivation for professional growth and skill development appears to remain a key factor in their decision to stay in the workforce.\u003c/p\u003e\n\u003cp\u003eFinally, The results supported Hypothesis 3, the findings showed that psychological safety from supervisors had a greater effect on women than on men in the context of family assumed caregiving responsibilities. When family caregiving responsibilities were not considered, psychological safety did not have a significant influence on the intention of employees to leave. However, when such responsibilities existed, psychological safety had a significant positive influence, particularly among women. The regression coefficients \u0026beta; were higher for women than for men, and among the three types of supervisor support examined, psychological safety had the strongest influence on women\u0026rsquo;s decision to leave. These results indicate that women are sensitive to the demands of family caregiving and that feeling psychological safety in interactions with supervisors helps them balance work and family life, making it an important determinant of their continued participation in the workforce.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eTable 2 Impact of Supervisor Support on Intention to Continue Working\u003c/p\u003e\n\u003cp\u003e\u003cimg width=\"577\" height=\"349\" 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alt=\"image\"\u003e\u003c/p\u003e\n\u003cp\u003eNote.\u0026nbsp;\u003cem\u003e*p\u0026nbsp;\u003c/em\u003e\u0026lt; .05, **\u003cem\u003ep\u003c/em\u003e \u0026lt; .01, ***\u003cem\u003ep\u003c/em\u003e \u0026lt; .001, Top row shows male, bottom row shows female\u003c/p\u003e"},{"header":"Discussion","content":"\u003cp\u003eThis study examined of supervisor support on employee intentions to continue working, with a particular focus on gender differences and the presence or absence of responsibilities from family caregivers. Correlation analyzes revealed that all three forms of supervisor support, emotional, instrumental and psychological safety, were positively associated with the intention to continue working for men and women, regardless of whether family caregiving was assumed. These findings are consistent with previous research showing that supervisor support contributes to employees' motivation to stay in the workforce.\u003c/p\u003e \u003cp\u003eRegarding emotional support, although it was positively correlated with the intention to continue working, the regression analysis did not reveal a significant causal relationship for either gender. Thus, Hypothesis \u003cspan refid=\"FPar1\" class=\"InternalRef\"\u003e1\u003c/span\u003e was not supported. One possible explanation is that, while encouragement and empathy can improve the general perception of a positive work environment, they do not exert a direct influence on employee decisions to stay employed. However, previous research has highlighted that employees\u0026rsquo; perceptions of their direct supervisors shape their view of the organization as a whole, thus increasing their sense of organizational belonging (Dappa, Bhatti, \u0026amp; Aljarah, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Gaudet \u0026amp; Tremblay, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Supervisor support is also known to improve perceived organizational support (Eisenberger, Stinglhamber, Vandenberghe, Sucharski, \u0026amp; Rhoades, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2002\u003c/span\u003e; Yoon \u0026amp; Lim, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e1999\u003c/span\u003e), which has been associated with higher organizational commitment and work involvement (Ministry of Health \u0026amp; Welfare,2019). These indirect pathways suggest that, while emotional support may not directly predict retention, it can still contribute to a broader supportive environment that fosters engagement. Therefore, consistent and genuine communication, including positive feedback and empathetic interactions, remains essential to cultivate a psychologically safe and inclusive work environment.\u003c/p\u003e \u003cp\u003eHowever, the support measures had a significant and positive impact on the intention of the employees to continue working, regardless of gender or assumed caregiving responsibilities. Hypothesis \u003cspan refid=\"FPar2\" class=\"InternalRef\"\u003e2\u003c/span\u003e, which suggested that instrumental support assumed caregiving responsibilities, was not supported. The results indicate that both men and women place equal importance on career development support and problem-solving support when balancing work and assumed caregiving responsibilities. These results emphasize the importance of maintaining fair access to growth opportunities in the workplace. It is also important to be aware of the risk of unintentionally isolating caregiving employees who are motivated to work by over-accommodating them. For example, Mochida and Okada (\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) shows that working mothers who receive special consideration at work experience a stage where they feel both gratitude and alienation. As an organization, it is important to note that excessive consideration toward employees providing family care can hinder their opportunities to enhance their professional skills.\u003c/p\u003e \u003cp\u003eRegarding psychological safety, no significant effect on job retention was observed when there was no caregiving responsibility. However, in conditions in which caregiving responsibility was assumed, psychological safety emerged as an important predictor of employees\u0026rsquo; intention to continue working, particularly among women. These results support Hypothesis 3 and suggest that psychological safety plays a unique and important role when individuals face uncertain or conflicting work and family dynamics. Previous studies have shown that people in positions with low authority and low career stability are less likely to experience psychological safety (Edmondson et al., \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). This may explain why a psychologically safe environment is more beneficial for women who balance caregiving and work. Women facing work-family conflict can experience increased vulnerability, similar to new employees adjusting to unfamiliar expectations. The emotional toll of unplanned absences, guilt over reduced working hours, and repeated disruptions in routine can undermine their sense of agency. In such situations, a psychologically safe relationship with one\u0026rsquo;s supervisor\u0026mdash;where they can express concerns without fear of judgment, can provide the emotional buffer necessary to maintain participation in the workforce. This may be because psychological safety addresses a deeper layer of integration between work and family. It reassures employees that they can navigate unpredictable or emotionally taxing circumstances without penalty. Together, these findings highlight the complex interaction between gender, caregiving roles, and the type of supervisor support most effective in retaining\u003c/p\u003e \u003cp\u003eemployees. More research is needed to explore the mechanisms by which psychological safety promotes sustained engagement and how organizational practices can better support gender equity in caregiving and career development.\u003c/p\u003e \u003cdiv id=\"Sec27\" class=\"Section2\"\u003e \u003ch2\u003eSummary\u003c/h2\u003e \u003cp\u003eThe findings of this study indicate that, in contexts where family assumed caregiving responsibilities are expected, psychological safety in the supervisor\u0026mdash;subordinate relationship has the strongest influence on women\u0026rsquo;s intentions to remain in the workforce. Specifically, a relationship in which women feel safe to express their opinions and thoughts without fear of reprisal appears to play a crucial role in the maintenance of employment among those who balance work and caregiving duties. The ability to interact with supervisors without hesitation or emotional stress appears to be especially important for women undergoing transitions associated with the adoption of new life roles. This may be regarded as the most important contribution of the present study.\u003c/p\u003e \u003cp\u003eIn addition, instrumental support, such as the provision of work-related information and advice, was found to contribute to continued employment, even in the midst of the demands of managing both work and family. Importantly, the process of balancing work and family often facilitates the development of valuable skills. Mochida and Okada (\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) reported that women seeking to harmonize these roles acquire competencies such as time management, multitasking, and team management skills during the stages of pregnancy, childbirth, and childrearing. These experiences foster personal growth and adaptation. Similarly, Inoue and Hamaguchi (\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2015\u003c/span\u003e) emphasized that obtaining a sense of fulfillment from one\u0026rsquo;s work and experiencing personal development are critical factors in promoting continued employment. Their work also highlights the strategies employed by working mothers to manage competing demands, such as investing financial resources to secure time or suppressing personal emotions to ac rationally.\u003c/p\u003e \u003cp\u003eThese findings suggest that women grow and adapt while navigating the inherent tensions between work and family, sometimes accepting limitations as part of the process. With appropriate support systems in place, it becomes more feasible for women to envision a sustainable balance. In addition, the presence of experienced mentors and role models enhances this process. For example, Kodama and Fukada (\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2010\u003c/span\u003e) found that having a mentor at work with experience in balancing work and parenting bolsters women\u0026rsquo;s intentions to remain employed. Likewise, Nielson, Carlson, and Lankau (\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2001\u003c/span\u003e) observed a lower work-family conflict among respondents who had mentors compared to those who did not. Kato (\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2004\u003c/span\u003e) also found that female role models encourage the continuation of employment among women. Ultimately, increasing the number of women who successfully integrate work and family life will benefit not only individual employees but also the organizations that support them.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec28\" class=\"Section2\"\u003e \u003ch2\u003eLimitations\u003c/h2\u003e \u003cp\u003eThis study has several limitations that should be acknowledged, along with directions for future research. The analysis focused primarily on the support of the supervisor as a factor influencing the intentions of the employees to continue working.\u003c/p\u003e \u003cp\u003eHowever, the decision to remain in the workforce is shaped by a complex interplay of additional variables, including organizational structures, the availability of family support, housing conditions, economic factors, and future life events such as marriage. As such, interpreting the findings of this study requires a comprehensive and contextualized perspective. However, this study makes a meaningful contribution by highlighting the role of supervisor support in promoting work\u0026mdash;life balance, as well as shedding light on gender differences in attitudes toward division of labor. These insights offer valuable implications for organizational practices and gender-sensitive policy development. Future research should seek to identify the specific conditions and mechanisms through which psychological safety is fostered and the contexts in which it is most impactful. Furthermore, to address the broader issue of women\u0026rsquo;s continued participation in the workforce, it will be essential to examine the influence of evolving intergenerational attitudes toward caregiving and to consider the role of institutional designs, both corporate and governmental, that can facilitate sustainable integration of work and family.\u003c/p\u003e \u003c/div\u003e"},{"header":"Declarations","content":"\u003cp\u003eFunding: No funding was received for conducting this study.\u003c/p\u003e\n\u003cp\u003eCompeting Interests: The authors have no relevant financial or non-financial interests to disclose.\u003c/p\u003e\n\u003cp\u003eEthical Approval and Consent to Participate: This study was reviewed and approved by the Ethics Review Committee of the Aichi Toho University (Approval No. 202304). Participants provided informed consent and received a specified number of reward points from the survey company for their participation. All procedures were carried out according to the Declaration of Helsinki and its subsequent amendments.\u003c/p\u003e\n\u003cp\u003eHuman and Animal Ethics: Not applicable.\u003c/p\u003e\n\u003cp\u003eConsent for Publication: The purpose of the survey and the handling of personal information was clearly explained on the cover page (e.g., by publishing results in a form that does not identify individuals), and participants were asked to participate in the survey only after obtaining consent.\u003c/p\u003e\n\u003cp\u003eAvailability of Supporting Data: The data that support the findings of this study are available from the corresponding author, upon reasonable request.\u003c/p\u003e\n\u003cp\u003eClinical Trial Registration: Not applicable.\u003c/p\u003e\n\u003cp\u003eNotes: Some of the results of this research were presented at the 2024 11th International Conference on Education and Psychological Sciences, held in May 2024.\u003c/p\u003e\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\u003cp\u003eAuthors' ContributionsMichi Yoshimura, the corresponding author, certifies that all authors made substantial contributions to the conception and design of the study, data acquisition, data analysis and interpretation, manuscript drafting, critical revision, and final approval of the version to be published. All authors agree to be accountable for all aspects of the work, ensuring that questions related to the accuracy or integrity of any part of the work are appropriately investigated and resolved.・Michi Yoshimura and Hiroyuki Yamaguchi contributed to the conception and design of the study.・Michi Yoshimura was responsible for commissioning a web-based research company to collect data and recruit survey participants.・Michi Yoshimura prepared all figures and tables.・Both Michi Yoshimura and Hiroyuki Yamaguchi conducted the statistical analysis and interpretation of the data.・Both authors contributed to drafting the manuscript.・Both authors critically revised the manuscript for important intellectual content.\u003c/p\u003e\u003ch2\u003eAcknowledgement\u003c/h2\u003e\u003cp\u003eI would like to express my sincere gratitude to Professor Hiroshi Ikeda of Kyushu University for his valuable advice in the preparation of this paper.\u003c/p\u003e\u003ch2\u003eData Availability\u003c/h2\u003e\u003cp\u003eThe data used in this study were collected via a web-based survey conducted by a commercial marketing research firm. Due to contractual and privacy considerations, the raw data are not publicly available. However, a de-identified dataset used for statistical analysis may be made available by the corresponding author upon reasonable request.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eAbdel-Halim, A. A. (1982). Social support and managerial affective responses to job stress. \u003cem\u003eJournal of Occupational Behaviour\u003c/em\u003e, \u003cem\u003e3\u003c/em\u003e(4), 281\u0026ndash;295.\u003c/li\u003e\n\u003cli\u003eAdams, G. A., King, L. A., \u0026amp; King, D. W. (1996). Relationships of job and family involvement, family social support, and work-family conflict with job and life satisfaction. \u003cem\u003eJournal of Applied Psychology\u003c/em\u003e, \u003cem\u003e81\u003c/em\u003e(4), 411\u0026ndash;420. https://doi.org/10.1037/0021-9010.81.4.411\u003c/li\u003e\n\u003cli\u003eAida, Y., \u0026amp; Matsunaga, S. (2019). 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Organizational support in the workplace: The case of Korean hospital employees. \u003cem\u003eHuman Relations\u003c/em\u003e, \u003cem\u003e52\u003c/em\u003e(7), 923\u0026ndash;945. \u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"supervisor’s support, family caregiving, psychological safety, women’s employment, balancing conflict","lastPublishedDoi":"10.21203/rs.3.rs-6701227/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-6701227/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eSupervisor support plays a crucial role in promoting employee retention, particularly when balancing work and family life. This study examines how three forms of supervisor support\u0026mdash;emotional support, instrumental support, and psychological safety\u0026mdash;influence the intentions of employees to continue working, with a specific focus on gender differences and the assumed presence of family caregiver responsibilities. The analysis is based on responses from full-time unmarried employees without children, allowing a hypothetical examination of caregiving scenarios. By focusing on individuals who may either choose not to or feel unable to pursue work-family integration, the study aims to uncover the challenges faced by these groups, providing insights that can inform proactive organizational support strategies. Multiple regression analyzes revealed that instrumental support had a consistently positive impact on intention to continue working, regardless of sex or caregiving assumptions. Emotional support, while positively correlated with job continuation, did not show a significant direct effect for either gender. In contrast, psychological safety demonstrated a significant influence only when caregiving responsibilities were assumed and this effect was particularly pronounced among women. These findings underscore the importance of psychologically safe supervisory relationships in promoting inclusive retention strategies for diverse future care settings.\u003c/p\u003e","manuscriptTitle":"Gender differences in the impact of supervisor support on retention intentions among employees with family caregiving roles","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-06-20 15:50:28","doi":"10.21203/rs.3.rs-6701227/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"c7f168e3-c37e-47c2-8eee-760c582fffcf","owner":[],"postedDate":"June 20th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2025-09-03T13:08:49+00:00","versionOfRecord":[],"versionCreatedAt":"2025-06-20 15:50:28","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-6701227","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-6701227","identity":"rs-6701227","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}