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Article
Publication date: 3 September 2020

Gaëtane Caesens, Alexandre J.S. Morin and Florence Stinglhamber

This research aims to identify trajectories of employees' perceptions of organizational support (POS) over the course of an eight-month period and to document associations between…

Abstract

Purpose

This research aims to identify trajectories of employees' perceptions of organizational support (POS) over the course of an eight-month period and to document associations between these longitudinal trajectories and several outcomes related to employees' well-being (i.e. job satisfaction), attitudes (i.e. turnover intentions, affective commitment) and behaviors (i.e. voice behaviors).

Design/methodology/approach

POS ratings provided each four months by a sample of 747 employees were analyzed using person-centered growth mixture analyses.

Findings

Results revealed that longitudinal heterogeneity in POS trajectories was best captured by the identification of four distinct profiles of employees. Two of these profiles followed stable high (67.2%) and low (27.3%) POS trajectories, whereas the remaining profiles were characterized by increasing (2.2%) or decreasing (3.3%) POS trajectories. Our results showed that, by the end of the follow-up period, the most desirable outcome levels were associated, in order, with the increasing, high, low and decreasing trajectories.

Practical implications

This research has important implications by showing that perceptions of organizational support fluctuate over time for some employees and help better predicting valuable work-related outcomes.

Originality/value

These findings shed a new perspective on organizational support theory by adopting a dynamic perspective, and revealing that changes over time in POS are more potent predictors of valuable work-related outcomes than stable POS levels.

Details

Journal of Managerial Psychology, vol. 35 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 6 January 2020

Florence Stinglhamber, Marc Ohana, Gaëtane Caesens and Maryline Meyer

The purpose of this paper is to investigate whether a focal employee’s perception of organizational support (POS) is shaped by the social context or, more specifically, by his/her…

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Abstract

Purpose

The purpose of this paper is to investigate whether a focal employee’s perception of organizational support (POS) is shaped by the social context or, more specifically, by his/her coworkers’ POS. The authors further aim to identify the conditions under which coworkers’ POS may have more influence or, on the contrary, less or even no influence.

Design/methodology/approach

Data were obtained from questionnaires distributed among a sample of 195 employees and among their supervisors.

Findings

Coworkers’ levels of POS are positively related to the focal employee’s POS with positive consequences in terms of job satisfaction and, finally, organizational citizenship behaviors. This influence of coworkers’ POS is strengthened when the focal employee experiences low voice in the workplace.

Research limitations/implications

Overall, this research contributes to organizational support theory by showing that POS may also develop based on a socially constructed process and not only on an individual-level psychological process.

Practical implications

Our findings have practical implications for HR policies employed by practitioners to socialize newcomers and to manage perceived support in a context of organizational change.

Originality/value

Building on a few recent studies suggesting that the social context may influence employees’ perceptions of organizational support, the present study is the first to show that the influence of the social context is more likely to occur under specific conditions, i.e. when employees experience low voice.

Details

Employee Relations: The International Journal, vol. 42 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 29 April 2020

Elodie Arnéguy, Marc Ohana and Florence Stinglhamber

The purpose of this paper is to investigate the mechanisms and the conditions under which experiencing organizational justice fosters employees' readiness for change. First, this…

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Abstract

Purpose

The purpose of this paper is to investigate the mechanisms and the conditions under which experiencing organizational justice fosters employees' readiness for change. First, this study tests the mediating role of perceived organizational support between overall justice and readiness for change. Second, it examines whether perceived organizational competence moderates this indirect positive effect.

Design/methodology/approach

Data were collected from US employees (N = 230) facing organizational change. Confirmatory factor analyses were performed to test the measurement model. Moderated mediation analyses, based on Hayes' (2013) method, were used to examine the hypotheses.

Findings

Overall, the findings support the hypotheses. Justice influences readiness for change through perceived organizational support only for employees who perceive their organization as highly competent.

Originality/value

While a few studies have shown that justice fosters readiness for change, little attention has been paid to the mechanisms and conditions under which justice affects readiness for change. In addition, this research highlights in particular the importance of considering how employees assess the “can do” characteristic of their company in the context of organizational change.

Details

Journal of Organizational Change Management, vol. 33 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 25 August 2021

Elodie Arnéguy, Marc Ohana and Florence Stinglhamber

Although justice perceptions have been proven to be a critical determinant of readiness for change (RFC), research is still needed to investigate which source(s) of justice…

Abstract

Purpose

Although justice perceptions have been proven to be a critical determinant of readiness for change (RFC), research is still needed to investigate which source(s) of justice fosters employee's preparedness to face change within his/her organization. The aim of this study is to examine the simultaneous influence of three sources of justice, namely the organization, the supervisor and the coworkers, on RFC through perceived organizational support, perceived supervisor support and perceived coworker support, respectively.

Design/methodology/approach

Three different sets of data were collected from employees in the United States and in Europe. Path analyses were performed to test the hypotheses.

Findings

The results indicated that perceived organizational support mediates the relationship between organizational justice and RFC. Conversely, however, the effect of supervisory justice and coworkers justice on RFC was not mediated by perceived supervisor support and perceived coworker support.

Originality/value

This study is the first to examine the simultaneous influence of organizational, supervisory and coworkers justice on RFC. In doing so, it highlights the need to consider justice stemming from the organization as a priority when considering implementing an organizational change, as opposed to justice emanating from the supervisor and coworkers. In addition, this study responds to long-standing calls for the simultaneous examination of multiple sources of justice and the exploration of the largely neglected role of justice stemming from coworkers.

Details

Employee Relations: The International Journal, vol. 44 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 12 September 2016

Gaëtane Caesens, Florence Stinglhamber and Marc Ohana

Prior research has conceptualized perceived organizational support (POS) as a stable variable over time varying from one individual to another. Nevertheless, it can be assumed…

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Abstract

Purpose

Prior research has conceptualized perceived organizational support (POS) as a stable variable over time varying from one individual to another. Nevertheless, it can be assumed that POS fluctuates within the same person over the course of several weeks due to different experiences lived at work. The authors suggested in the present study that weekly POS is predictive of employees’ weekly subjective well-being at work (i.e. increased positive affect toward the organization, and decreased negative affect toward the organization and psychological strains at work). In addition, the purpose of this paper is to examine the mediating role played by weekly work engagement in these relationships.

Design/methodology/approach

In total, 20 employees completed a first general questionnaire and then completed an online questionnaire during 12 consecutive weeks.

Findings

Results of hierarchical linear models indicated that weekly POS positively predicts weekly employees’ work engagement which, in turn, positively predicts weekly employees’ well-being (i.e. increasing positive affect toward the organization and decreasing negative affect toward the organization and psychological strains at work).

Research limitations/implications

Overall, these findings contribute to the POS and work engagement literatures. It shows that POS fluctuates within person over the course of several weeks and is a predictor of weekly employees’ well-being through its effects on weekly work engagement.

Originality/value

To the authors’ knowledge, this is the first study to examine within-person weekly variations in POS as a predictor of employees’ weekly work engagement and its subsequent consequences.

Details

Journal of Managerial Psychology, vol. 31 no. 7
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 31 May 2024

Marisa Santana-Martins, M. Isabel Sánchez-Hernández, Jose Luis Nascimento and Florence Stinglhamber

This research aims to identify whether leaders' affective organizational commitment influences employees' affective commitment to both the leader and the organization…

Abstract

Purpose

This research aims to identify whether leaders' affective organizational commitment influences employees' affective commitment to both the leader and the organization. Additionally, the study explores the role of employees' emotional awareness in shaping these relationships.

Design/methodology/approach

Examining a sample of 154 leaders and 249 employees in multinational companies, this study adopts a multilevel approach.

Findings

The results reveal a positive influence between the two foci of commitment (leaders and organization) at both the leader and employee levels. Furthermore, it confirms that employees' emotional awareness plays a positive role in the commitment process.

Practical implications

This research highlights the significance of implementing internal policies and measures that consider the various foci of commitment. To foster employees' commitment, it is crucial to establish a robust alignment between human resources management and leaders.

Originality/value

This study delves into the exploration of two commitment foci to deepen our comprehension of the directional relationship between them in the workplace. More specifically, our research scrutinizes the impact of leaders' affective organizational commitment on employees' affective commitment to the organization, while also analyzing its reciprocal influence on employees' affective commitment toward their leaders.

Details

Leadership & Organization Development Journal, vol. 45 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 20 July 2023

Marc Ohana, Florence Stinglhamber and Gaëtane Caesens

The purpose of this study is to examine the effect of coworkers’ interpersonal justice (defined as the extent to which one is treated by coworkers with dignity, courtesy and…

Abstract

Purpose

The purpose of this study is to examine the effect of coworkers’ interpersonal justice (defined as the extent to which one is treated by coworkers with dignity, courtesy and respect) on team citizenship behaviors. More precisely, the authors first test the mediating role played by both team-member exchange and team identification in this relationship. Further, they examine the moderating role of extraversion in these two mediating mechanisms.

Design/methodology/approach

Based on 134 subordinate–supervisor dyads, the authors conducted moderated multiple mediation analysis.

Findings

The results of this study showed that, for highly extraverted employees, coworkers’ interpersonal justice positively influences team citizenship behaviors because of an exchange relationship of better quality among the team members. In contrast, for employees with low or medium levels of extraversion, the positive effect of coworkers’ interpersonal justice on team citizenship behaviors is explained by their higher identification with the team.

Practical implications

This paper holds important implications for management practice in teamwork environment. Given coworkers' interpersonal justice role in determining team citizenship behaviors, the findings of this study highlight the importance of establishing a work culture where each employee treats others fairly.

Originality/value

Overall, these findings indicate that, depending on the level of employees’ extraversion, mechanisms grounded in the social exchange and the social identity perspectives act as complementary mechanisms in the team-focused justice–citizenship behaviors relationship.

Details

European Business Review, vol. 35 no. 6
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 7 June 2018

Sonia Bensemmane, Marc Ohana and Florence Stinglhamber

Prior research has conceptualized workplace justice as a stable variable over time changing from one individual to another. However, it can be assumed that perceptions of…

Abstract

Purpose

Prior research has conceptualized workplace justice as a stable variable over time changing from one individual to another. However, it can be assumed that perceptions of organizational justice fluctuate within the same person over the course of a few weeks or months due to different events at work. Specifically, the purpose of this paper is to suggest that transient overall team justice is predictive of employee’s transient thriving at work (i.e. the experience of vitality and learning at work). In addition, the authors examined transient self-efficacy as an underlying mechanism of this relationship.

Design/methodology/approach

A total of 395 individuals completed a first general questionnaire and then completed an online questionnaire over four waves of survey.

Findings

Results of hierarchical linear models indicated that transient overall team justice positively predicts transient individual’s self-efficacy, which, in turn, positively predicts transient individual’s thriving at work.

Research limitations/implications

Overall, a dynamic approach of organizational justice capturing variability in justice perceptions certainly enlarges our understanding of the concept and its outcomes.

Originality/value

The study contributes to understand why even employees who feel generally treated with justice by their team may experience from time to time low levels of thriving at work because of a recent unjust treatment from the team and a decrease of their subsequent self-efficacy.

Details

Journal of Managerial Psychology, vol. 33 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 12 October 2015

Florence Stinglhamber, Géraldine Marique, Gaëtane Caesens, Dorothée Hanin and Fabrice De Zanet

The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors…

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Abstract

Purpose

The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship.

Design/methodology/approach

In total, 287 employees of a water producer organization responded to a questionnaire.

Findings

The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment.

Practical implications

The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers.

Originality/value

By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.

Details

Career Development International, vol. 20 no. 6
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 4 November 2014

Gaëtane Caesens, Florence Stinglhamber and Gaylord Luypaert

The purpose of this paper are twofold. First, the authors examined the effects of two types of working hard (i.e. work engagement, workaholism) on employees’ well-being (i.e. job…

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Abstract

Purpose

The purpose of this paper are twofold. First, the authors examined the effects of two types of working hard (i.e. work engagement, workaholism) on employees’ well-being (i.e. job satisfaction, perceived stress, and sleep problems). Second, the authors tested the extent to which both types of working hard mediate the relationship between three types of work-related social support (i.e. perceived organizational support, perceived supervisor support, and perceived coworker support) and employees’ well-being.

Design/methodology/approach

An online questionnaire was administered to 343 PhD students.

Findings

Results revealed that work engagement mediates the relationships between perceived organizational support and job satisfaction and perceived stress. Perceived organizational support has also a direct positive impact on job satisfaction and a direct negative impact on perceived stress and sleep problems. Furthermore, work engagement mediates the influence of perceived supervisor support on job satisfaction and perceived stress. Finally, workaholism was found to mediate the relationships between perceived coworker support, and job satisfaction, perceived stress, and sleep problems.

Practical implications

The findings suggest that managers should promote practices in order to foster work engagement and prevent workaholism. In line with this, the findings indicated that the most powerful source of support that fosters work engagement is perceived supervisor support. Organizations should, therefore, train their supervisors to be supportive in their role of directing, evaluating and coaching subordinates or encourage supervisors to have regular meetings with their subordinates. Additionally, the results showed that perceived coworker support is the only source of work-related social support that has a negative influence on workaholism. Managers should foster coworker support, for instance by encouraging informal mentoring among employees in order to build a strong social network.

Originality/value

Because scholars argued that each type of work-related social support might have different consequences and might vary in terms of strength of associations with their outcomes, the study aimed to examine the concomitant effects of three forms of work-related social support on two types of working hard which, in turn, influence employees’ well-being.

Details

Career Development International, vol. 19 no. 7
Type: Research Article
ISSN: 1362-0436

Keywords

1 – 10 of 32