We explored the role of two different facets of social capital -workplace social capital (WSC) and individual social capital (ISC)- for work-life interface. Based on job demands-resources theory, we hypothesized WSC to buffer the positive relationship between job demands (workload and emotional demands) and work-life conflict and to boost the positive relationships between job (autonomy, performance feedback) and personal (psychological capital) resources and work-life facilitation. Similarly, ISC was expected to buffer the negative relationship between work-life conflict and well-being and to boost the positive relationship between work-life facilitation and well-being. Further, we hypothesized job demands to relate negatively to well-being via increased work-life conflict particularly in conditions of lower (vs. higher) WSC and ISC, and job and personal resources to relate positively to well-being through increased work-life facilitation particularly in conditions of higher (vs. lower) WSC and ISC. Hypotheses were tested among 547 workers nested within 115 organizations. Results from multilevel analyses revealed that the positive relationship between psychological capital and work-life facilitation was stronger for employees working in organizations with higher WSC, while work-life conflict related negatively with well-being only for employees with lower ISC. Job demands related negatively to well-being through higher work-life conflict but only among employees with lower ISC. Performance feedback, psychological capital, and WSC related positively to well-being through higher work-life facilitation. The findings highlight the importance of considering different facets of social capital in better understanding the work-life interface processes.
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