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This study evaluates the moderating role of work-based social supports (i.e. supervisor support and co-worker support) in the relationship between job insecurity and job burnout among hospitality employees in Malaysia. Besides, the direct effect between job insecurity and job burnout is examined.

The cross-sectional data of this study were based on a total of 220 self-administered questionnaires that have been completed by hospitality employees from three different states in Malaysia. Respondents were recruited based on a snowball sampling approach. The data were collected during the COVID-19 pandemic, which was from October 2020 to January 2021.

Partial least square-structural equation modeling (PLS-SEM) was performed via SmartPLS software. The finding confirmed that job insecurity significantly intensifies employees' job burnout. Supervisor support and co-worker support were found to moderate the link between job insecurity and burnout. As anticipated, the relationship between job insecurity and job burnout increased when supervisor support is low. But high co-worker support was found to strengthen the impact of job insecurity on job burnout instead of the reverse.

This study supplements the existing literature by clarifying which sources of work-based social support (i.e. co-worker support or supervisor) is more salient in alleviating the adverse impact of job insecurity on job burnout during the COVID-19 pandemic among hospitality employees in Malaysia.

The purpose of this paper is twofold: first, to examine whether workers in various hospital job groups differ in their perceptions of the provision of managerial support, and of their up-to-date expertise (UDE), willingness to change (WTC) and employment opportunities (EO). Second, to examine whether and how the relationships between managerial support, workers’ UDE, WTC and their EO are moderated by hospital job type.

Survey data were collected from 1,764 employees of three Dutch hospitals. ANOVAs and structural equation modeling were used to test the hypotheses.

The research findings indicate significant differences between the hospital job groups with regard to UDE, WTC and EO. No support was found for differences on managerial support nor for a moderating effect of hospital job type. The latter means that the relationships of managerial support with workers’ UDE, WTC and EO are independent of job type.

Based on the findings, a classification system is constructed that shows how hospital workers’ UDE, WTC and EO can be explained by the combination of the educational level required by a job and its degree of specialization.

This study aims to examine the direct effects of job support and the indirect effects of individual career planning on the motivational process of training transfer, which consists of the structural relationship between learning goal orientation, learning motivation, transfer motivation and training transfer.

An online survey was administered to 255 respondents in South Korea, and 252 valid responses were used for analysis. A hypothetical model was examined using a structural equation model and multi-group analysis.

This study found that the synchronous process model of training transfer was well validated in the Korean context; moreover, job support promoted employee motivations that led to their training transfer. In addition, career planning was found to have a moderating role in the relationships explored in this study. That is, when the level of career planning was high, job support directly affected the motivation to transfer, and the link between intrinsic learning orientation and motivation to learn was highly activated compared to the group with a low level of career planning.

This study is limited by the single-dimensional measurement of its constructs, including job support, goal orientation and motivation to transfer. This limitation should be considered when interpreting the study’s results. In terms of implications, the study suggests that organizations should help individuals identify their career interests and establish a strategy to achieve their career goals by providing information about specific areas of interest.

This study proposes that the motivational mechanisms leading to training transfer are affected by trainees’ level of career planning. In addition, the study findings emphasize the importance of organizations’ role in guiding individual employees’ career planning to facilitate performance through training transfer.

This research aims to explore the relationship between work time demands, work time control and supervisor support in the Australian construction industry.

A survey was undertaken with waged and salaried construction workers in two construction organizations (n=261).

Work time demands were positively correlated with time‐ and strain‐based work interference with family life (WIF) but inversely correlated with time‐ and strain‐based family interference with work (FIW). Work‐family enrichment was inversely correlated with work time demands and positively correlated with both work time control and social support from one's supervisor. Respondents with high work time demands and low work time control (or low supervisor support) reported the highest levels of time‐ and strain‐based WIF. The lowest levels of WIF were reported by respondents in low work time demands and high work time control (or high supervisor support) jobs classifications. However, jobs high in both work time demands and work time control reported the highest levels of work‐to‐family enrichment.

The results suggest that work‐family conflict and work‐family enrichment should be treated as two distinct concepts in work‐family research and that the job demands‐control theory is helpful in explaining work‐family conflict but that alternative theories are needed to explain positive work‐family interactions.

The practical implication of the research is that reducing work time demands may be helpful in reducing work‐family conflict but that the provision of work domain resources is probably required to enable positive work‐family interactions.

Previous work‐family research has focused on job demands and resources separately, while the job strain literature has focused on the impact of job demands and the key resources of social support. The originality of this research is that it examines the extent to which different configurations of job demand and resource can explain experiences at the work‐family interface.

Governments increasingly promote employment through social networks (whether via formal job networks or informal personal networks). However, they rarely account for how weak-tie “bridging” networks and strong-tie “bonding” networks differentially affect employment outcomes. Given criticism that (usually weak-tie bridging-focussed) formal job networks are overly focussed on finding entry-level (i.e. any) jobs, it is imperative to understand the impact of strong and weak ties on securing work with good conditions, or of meaning to the worker. Such links are poorly understood in the present literature. The paper aims to discuss this issue.

This study uses national Australian survey data to assess whether support from close “friends” or distant “acquaintances” is associated with employment outcomes such as finding any work or “meaningful” work.

The results show that relatively distant ties (close acquaintances) and emotional support from friends are each associated with reduced chances of being an unemployed/discouraged worker. Stronger ties (close friends) are associated with better chances of a having a “meaningful” job.

More attention should be paid to tie strength dynamics and meaningful employment outcomes in the delivery of employment services. In particular, a role for active “close-tie brokers” in promoting networks should be investigated, instead of expecting/pushing the unemployed to rely on either extremely close or distant connections.

This is the first study to find a link between network type and meaningful work, which has important implications for the delivery of employment services.

This study was aimed at obtaining a micro understanding of corporate social responsibility (CSR) by investigating the effect of perceived CSR on job performance. Especially, an attempt is made to explore the mediating role of perceived organizational support and the moderating role of collectivism on the relationship between perceived CSR and job performance.

This study collected questionnaire data from 219 employees of Chinese manufacturing firms, then used hierarchical multiple regression analysis to test our theoretical model.

Our empirical results demonstrate that perceived internal and perceived external CSR are positively associated with job performance. In addition, perceived organizational support mediates the relationship between perceived CSR and job performance, and collectivism positively moderates the relationship between perceived external CSR and perceived organizational support.

This study highlights the importance of adopting various strategies to conduct CSR practices, enhancing perceived organizational support and leveraging employee collectivism, which would be beneficial to improve job performance.

This study reveals employees’ underlying attitudes and behaviors responses to perceived CSR, thereby deepening the micro understanding of CSR. In addition, it extends the literature on social exchange theory by dividing perceived CSR into perceived internal and perceived external CSR and exploring their separate effects on job performance. Moreover, the study reveals the mediating role of perceived organizational support and the moderating role of collectivism, enriching the knowledge based on social exchange theory.

Leader secure-base support, consisting of leader availability, noninterference and encouragement of growth, has important implications for stimulating employee proactivity. This study is aimed at examining whether, why and when leader secure-base support may motivate employees to engage in approach job crafting behavior. Drawing upon regulatory focus theory, we propose leader secure-base support is positively associated with employee approach job crafting via employee state promotion focus. Based on cue consistency theory, we further examine the moderating role of organizational learning culture in the associations of leader secure-base support with employee state promotion focus and subsequent approach job crafting.

Two-wave data were collected from 281 Chinese workers. Path analyses with Mplus 7 were conducted to test the hypotheses.

As predicted, we found that leader secure-base support was positively related to employee state promotion focus and, in turn, facilitated employee approach job crafting. Moreover, organizational learning culture accentuated the impact of leader secure-base support on employee job crafting process.

This study is the first to examine the influence of leader secure-base support on employee job crafting. It also identifies a boundary condition for such an influence.

Although organizations change on a regular basis, much of what we know about the impacts of organizational change can best be described as macro‐level information. Only recently have scholars begun to examine the impact of organizational change at the level of the individual employee (i.e. micro level). The purpose of this paper is to assess the importance of a supervisor's support for a change initiative in relation to employee job satisfaction and job involvement.

This research made use of archival data. Police officers (n=88) were randomly selected from across the USA to complete phone interviews meant to assess, in part, supervisor support for a change from traditional policing to community policing, job satisfaction, and job involvement.

While supervisor support for the change initiative was found to be related to job satisfaction and job involvement, job satisfaction mediated the supervisor support‐job involvement relationship.

The major limitation of this study is its small sample, which precluded the use of more advanced statistical techniques (i.e. structural equation modeling). The major implication is that both employees and the organization stand to benefit during a change initiative if the supervisor demonstrates his or her support for the initiative.

This research is of value given the prevalence of organizational change and the need for more research examining the impact of change on micro‐level issues.

This study conducted among 751 employees of the Dutch Postal Service examined (1) the prevalence of various types of work‐home interaction, (2) the relationships of (these various types of) work‐home interaction with selected work and home characteristics, and (3) the relationships of (these various types of) work‐home interaction with two health indicators (i.e., fatigue and health complaints). Results supported our assumption that workhome interaction is best characterized by a four‐dimensional structure crossing the distinction between the direction of influence (work → home influence (WHI) vs. Home → work influence (HWI)) and the quality of influence (negative vs. positive). The results further supported our hypotheses, derived from the Demand‐Control‐Support Model and the Effort‐Recovery Model: job demands were most strongly related to negative influence from work (negative WHI), and home demands were primarily (albeit weakly) related to negative influence from home (negative HWI). In accordance with our expectation, job control and particularly job support were associated with positive WHI. There was no support, however, for a similar facilitating process originating in the home situation: home control and home support were not related to any type of interaction. Furthermore, particularly negative WHI was associated with fatigue and health complaints. These findings add to the existing knowledge about possible antecedents and consequences of the interaction between work and private life.

The purpose of this research is to examine the impact of work–life balance on project performance with mediating role of job burnout and moderating role of organizational support and what are the indirect effects of work–life balance on project performance via organizational support. For quantifying this effect, regression analysis has been used, and to calculate variable mediation, moderation and conditional process analysis, Model of Preacher and Hayes has been utilized.

Four variables and 23 measurement items have been extracted from published literature. Further, data collection for this research study has been conducted through the “Questionnaire” technique. The questionnaire has been developed based on previously established questions available in the literature. Finally, to obtain a more objective assessment, a statistical model is developed, and regression analysis is performed to highlight the most significant variables that impact the project performance.

The results of the study show that work–life balance harmed project performance, and organizational support was putting the main impact on project performance. Moreover, the findings of the study include the positive association of job burnout with project performance. And a total mediation effect was observed between work–life balance and project performance, through the bootstrapping results.

The authors have found that the theoretical model got practical implications, both for the managers and the organization involved in the project. The first implication is that adopting suitable work–life balance practices will be beneficial and support professionals working on projects. Professionals engaged in projects, both at managerial and team levels, are exposed to work–life balance resulting from work performance and personal life responsibilities. The empirical results revealed conflicts came across due to poor time management, and these conflicts have adverse effects on personal and professional commitments. It should be one of the basic considerations for project-based organizations, to make available ample time for the professionals to be with their families.

This study has enabled the authors to understand the work–life balance, organizational support and job burnout and how these variables affect project performance via their relationship as described in a theoretical framework. Furthermore, this research contributes toward the field by considering different ways to balance the work–family conflicts by examining the effects of work–life balance on Job Burnout and Project Performance. This study brought some significant insights and one of its kind in the developing countries and adds to the existing body of knowledge by developing a regression model that will help decision makers and top management to further enhance their project performance.