Employee-organization Relationship’s Influence On Work-family Relationship:a Cross-level Multi-feature Mediator Model

China is in a period of rapid economic development. With the development of Internet technology, the "internet+" spreads fast and it accelerates the transformation and upgrading of economic structure, but also changes our employment relationship quietly. Different from the previous single mode of employment, it transfers into the state that multiple modes of employment coexist, such as job-focused mode and organization-focused mode. Overtime work at home and shopping at work become more and more common. Work and family are quietly penetrating each other. On one hand, companies want employees to make contributions to achieving business objectives and not to do things with no business in workplaces. On the other hand, employees also want to enjoy pleasant time with friends and family after work and not to be disturbed by work. At the same time, in different companies, due to differences in individuals and organizations, pressures perceived by different individuals are not the same. Thus, in different employment relationships, the work-family balance is a problem as every employee needs to face. Based on boundary theory, overflow theory and individual-environment matching theory, this paper selects employee-organization relationship from organizational perspective (inducement-contribution) as an independent variable, work-family conflict and work-family facilitation as outcome variables and working pressure as a mediating variable. HML multilevel linear model is used to explore relationships among the three.This paper selects employee-organization relationship, job stress and work-family conflict/facilitation as variables, using paired data from 180 supervisors and 1028 employees in 100 companies. Through multilevel linear analysis, we have following findings. Firstly, the two dimensions of employee-organization behavior have significantly negative effects on work-family conflict. And in organization-focused relationship (high inducements and high expected contributions), the employee’s work-family conflict is maximum, while in under underinvestment approach organizational relationship (low inducements and high expected contributions), it’s minimum. Secondly, the two dimensions of employee-organization relationship have significantly positive effects on work-family facilitation. That means more inducements provided by organizations and more organizational expected contributions will promote work-family relationship. Thirdly, the two dimensions of employee-organization relationship have significantly negative effects on working pressure. In organization-focused relationship (high inducements and high expected contributions), the employee’s working pressure is minimum, while in underinvestment approach organizational relationship, it’s maximum. Lastly, working pressure acts partly as an intermediary between employee-organizationrelationship/facilitation.