Helping employees juggle work and family responsibilities is crucial at a time when the boundaries between work and family life are increasingly blurred. Family-supportive supervisor behaviours (FSSBs) contribute to this and benefit both employees and organizations. Yet, employees and supervisors do not necessarily agree about the displayed FSSBs. We explore how employee–supervisor (dis) agreement concerning FSSB perceptions relates to employees' intrinsic motivation and turnover intentions. Moreover, we incorporate work–family culture and employees' desire for segmentation as boundary conditions. Using 569 employee–supervisor dyads from El Salvador, we found that intrinsic motivation is highest when employees and supervisors agree about strongly exhibited FSSBs, but only when employees desire work/home segmentation. When employees desire integration, such FSSB agreement is associated with relatively low intrinsic motivation. Moreover, turnover intentions are lowest when employees and supervisors agree that the supervisor exhibits a strong level of FSSBs, but only when work–family culture is strong. We contribute to FSSB research by demonstrating the importance of employees and supervisors seeing eye to eye (the level of) FSSBs, as well as the need for a good fit with the work–family culture of an organization and employees' desire for segmentation.

在工作与家庭生活之间的界限日益模糊的时代，帮助员工兼顾工作和家庭责任至关重要。家庭支持的主管行为（FSSB）对此做出了贡献，并使员工和组织都受益。但是，员工和主管不一定同意所显示的FSSB。我们探讨了关于FSSB认知的员工-主管（dis）协议如何与员工的内在动力和离职意图有关。此外，我们将工作家庭文化和员工对细分的渴望作为边界条件。通过使用萨尔瓦多的569名员工-主管双子，我们发现，当员工和主管同意强烈展示的FSSB时，内在动力最高，但仅当员工希望进行工作/家庭分割时才如此。当员工希望整合时，这种FSSB协议与相对较低的内在动力相关。此外，只有当员工和主管都同意主管表现出较高的FSSB时，离职意向才是最低的，但是只有在工作家庭文化很强的情况下才可以。我们通过展示员工和主管与FSSB并驾齐驱（水平）的重要性，以及与组织的工作-家庭文化和员工的细分意愿保持高度匹配的需求，为FSSB研究做出了贡献。