Between a rock and a hard place: managers’ work–family issues in the construction industry and how they compare to workers

Purpose Set in the construction industry, this study aims to better understand managers’ work–family conflict (WFC) and their challenges regarding work–family (WF) issues, and to compare site workers’ and managers’ perceptions of work–family balance (WFB) practices in this male-dominated industry. Design/methodology/approach Using a mixed-method participatory design (qual-QUAN), this study was conducted in Quebec’s (Canada’s) construction industry. Semi-structured interviews with managers (n = 17) and workers (n = 20) were conducted, along with a survey of managers (n = 692) and workers (n = 789). Findings Triangulation of results shows that managers have significantly higher levels of WFC than workers and that the factors contributing to their WFC are similar (e.g. heavy workload, unsupportive organizational culture). The results suggest a discrepancy between workers’ and managers’ perceptions. While managers report offering a wide variety of WF measures, many of which stem from collective agreements, workers report little use of those measures. Practical implications Results highlight the contrast between availability and accessibility of WF measures in the construction industry and question both managers’ and workers’ possible lack of awareness of WFB measures and practices. Originality/value These results contribute to the literature by characterizing issues managers themselves face in the construction industry. The study also discusses managers’ support of workers in the context of their own organizational, interpersonal and individual constraints. Finally, this study contributes by paralleling data from managers and workers in the industry regarding WFB measures and policies.