| With the vigorous development of the pharmaceutical industry,the competition in the industry tends to be white-hot,and the competition among pharmaceutical enterprises is more intense.The work pressure and psychological pressure faced by the sales staff of the enterprise are increasing,mainly because the work and family life can not be balanced with each other.By investigating the current situation of work-family conflict among sales staff of WB company,this study analyzes the present situation,existing problems and causes of work-family conflict,and puts forward corresponding management countermeasures.First,according to the type of work-family conflict,the dimension of work-family conflict and related variables were determined;secondly,the analysis model of work-family conflict was constructed based on the literature research,and the relevant hypotheses were put forward;On this basis,the questionnaire of work-family conflict was designed,which mainly included demographic characteristics,the current situation of work-family conflict and the investigation of two variables: social support and work stress.Based on the survey data of 470 questionnaires,the present situation of work conflict and the difference of work-family conflict in population characteristic variables of WB company's sales personnel were analyzed statistically,and the descriptive analysis,difference analysis,correlation analysis,regression analysis and hypothesis test were carried out on the two variables affecting social support and work stress of work-family conflict.The results are as follows.(1)Working family conflicts.the mean value of the overall dimension of work-family conflict was 3.11,and the detection rate of its inferiority value was63.83%.on the whole,60% of the sales staff felt the work-family conflict.In the case of work-family conflict,the mean value was 3.28,and the detection rate of bad value was 70.21%;in the case of family-work conflict,the mean value was 2.91,and the detection rate of bad value was 53.19%;that is,W company salespeople had more work-family conflict than family-work conflict,and the proportion of workers in work-family conflict was 70 percent,and family-work conflict parties The face ratio is 50%.In addition,the average value of work-family conflict based on time was the highest,3.36,and the detection rate of bad value was 78.72%;followed by the average value of work-family conflict based on behavior,3.26,and the detection rate of bad value was 76.60%;and the average value of work-family and its dimensionswas more than 70%;the average value of stress-based family-work conflict was the lowest,2.75,but the detection rate of bad value was 46.81%,and four salespeople felt the conflict in family-work based on stress.(2)Work-family conflicts differ in demographic variables.WB company sales staff work-family conflict in terms of gender,age,cumulative length of service,education,marital status,average annual income,children's age,overtime frequency,travel frequency,whether to care for the elderly,the degree of care for children and family care energy input all showed significant differences;but there was no significant difference at the job level.(3)Differences of work-family conflict-related variables in demographic variables.Social support dimensions showed significant differences in age,cumulative length of service,education,job level,marital status,average annual income,age of children,frequency of overtime work,frequency of travel,degree of care for children by the elderly,and family care energy input;there was no significant difference in gender and care for the elderly.The dimensions of work stress showed significant differences in age,cumulative length of service,education,average annual income,age of children,frequency of overtime,whether to care for the elderly,the degree of care for the elderly and the input of family care energy;however,there was no significant difference in gender,job level,marital status and frequency of travel.(4)Correlation between work-family conflict and variables.There was a significant negative correlation between social support and work-family conflict,and a significant positive correlation between work stress and work-family conflict.(5)Hypothesis testing between work-family conflicts and variables.Each dimension variable in social support does not play a significant role in the work-family conflict and its conflict dimensions of WB company sales personnel.The detailed verification results are as follows: 1)colleague support did not show a significant impact on the time work-family conflict and behavioral family-work conflict of WB company salespeople,assuming that neither H1-1 nor H1-5 holds,and the rest holds.2)The business support did not show a significant impact on the work-family conflict,the behavioural work-family conflict and the stress-related family-work conflict of WB company salespeople,assuming that neither H2?H2-2?H2-4 nor H2-6 holds,while the rest holds.3)government/organizational support does not have a significant impact on the behavioral-based work-family conflict of WB company salespeople,assuming H3-2 does not hold,and the rest holds.All of thevariables in the working stress have significant effect on the working family conflict and its conflict dimension of WB company sales staff.The detailed verification results are as follows: The 1)work task quantity has the significant influence to the WB company salesperson work family conflict and each dimension,assumes all holds.2)performance indicators do not show a significant impact on work-family conflict and work-family conflict in behavior,family-work conflict in behavior,and family-work conflict in stress in WB company salespeople,assuming that neither H5?H5-2?H5-5nor H5-6 holds,and the rest holds.3)organizational management structure does not have a significant impact on the time,behavior,and stress-based work-family,behavior,and stress,assuming neither H6-1?H6-2 nor H6-3 holds,and the rest holds.4)internal control management system has no significant effect on WB company sales personnel based on stress-based work-family conflict,behavior-based family-work conflict,assuming that neither H7-3 nor H7-5 holds,and the remaining assumptions hold.Based on the research results,this paper establishes a conflict management strategy system,and based on the analysis model of work-family conflict among WB company sales staff and its empirical research results,respectively,from the social support conflict mitigation strategy,work pressure conflict mitigation strategy,demographic characteristics of customized conflict mitigation strategy and work-family conflict self-relief strategy to WB the company sales staff work-family impulse management countermeasures. |
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