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Turnover of highly educated employees in the hospitality industry is growing rapidly. A predictor of turnover in the hospitality industry recently put forward, but not yet fully researched, is psychological strain. This chapter investigates the role of psychological strain and organizational support in relation to affective commitment and turnover intentions. The results show that both psychological strain and organizational support were found to be significant predictors of turnover intentions. The effect of organizational support was partly mediated by psychological strain and fully by affective commitment. No significant interaction effects with gender were found. As organizational support is a precursor of both psychological strain and intention to leave and is in the scope of influence of a hospitality company, it could be a starting point for reducing turnover.

Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully understand the power of embeddedness, and how to address the potential undesirable effects on employees and organisations. The purpose of this paper is to answer this call by assessing the extent to which organisational embeddedness can negatively influence the perceived organisational support-workplace deviance and the organisational trust–deviance relationships.

A sample of 969 employees across the financial services sector in the Caribbean nation of Trinidad is used, with a two-wave research design. Multiple hierarchical regression analysis is used to test the research relationships.

The findings support the propositions that organisational support and trust each negatively predicts workplace deviance and organisational embeddedness moderates each of these relationships in an undesirable way, such that, higher embeddedness weakens the desirable relationships between support, trust and deviance.

This study addresses a clear gap since limited studies explore the potential negative impact of organisational embeddedness on various work perceptions and behaviours. Embeddedness is largely considered a predictor of various desirable employee and organisational outcomes.

The purpose of this paper is to investigate the mediating factor of interactional justice (IJ) between the specific types of human resource (HR) practices: training and development (TD), compensation and benefits (CB), work process (WP), and perceived organizational support (POS). There has been scant attention paid in the past studies in examining the specific components of HR practices on organizational support and IJ.

The study was conducted in a healthcare organization, and employed quantitative analysis based on surveys and interviews conducted with 150 nurses. Confirmatory factor analysis and regression analysis were generated to examine the relationships among TD, CB, WP and IJ and POS.

Significant findings demonstrated that there are no direct effects between CB and TD, and POS. The result revealed that establishment of HR practices is not synonymous to organizational support. However, WP is positively correlated to POS. Further analysis indicated that IJ mediated between all three HR practices (CB, TD and WP) and POS. The findings are aligned with the previous research relating to the absence of direct correlation between team training and POS (Aguinis and Kraiger, 2009; Koster et al., 2011). The study suggests that adopting an interactive and a fair approach HR practices is crucial in managing the perceptions of employee support and workplace fairness. The management who enact the policies and practices are seen as the representatives in facilitating the WP (Wiili-Peltola et al., 2007). CB and TD are extrinsic benefits that are significant in individual personal and career growth. Hence, these components of reward system can be employed as a HR mechanism to promote trust and support with employees.

The empirical evidence in this present study shows that it bodes well for an organization to understand the impact of HR practices and policies on employees’ perceptions of support and fair treatment to promote organizational effectiveness and efficiency. The study shows that HR practices can enhance the psychological well-being of the employees through the support system through an open-communication channel. Providing a clear channel of communication in how the reward and benefits systems are administered and distributed, and promoting shared goals and objectives (Lyubovnikova et al., 2018) between employer and employee can be instrumental in promoting IJ in HR practices.

This study has enriched the theoretical and practical implications of examining the specific components of HR practices in association with IJ and organizational support. The results shed light on the balancing act of adopting the hard and soft HR management in executing the HR practices.

The purpose of this paper is to explore the relationship between “high-performance” human resource practices (HPHRP) and organizational performance, using organizational and supervisors’ supports as mediating variables.

Using cross-sectional design, the data were obtained from 311 public university lecturers in Nigeria. The study employed partial least square structural equation modeling (PLS-SEM) in the analysis.

The results suggested that the application of HPHRP in the public universities has direct and indirect effects on organizational performance. Also, HPHRP are linked with both organizational support and supervisory support. In turn, the organizational support and supervisory support are strongly linked with organizational performance. Furthermore, both organizational support and supervisory support fully mediate the positive relationships between HPHRP and organizational performance. The mediating role of both organizational support and supervisory support revealed their significance in HPHRP-performance link particularly within the context of public universities.

The study employed self-report in collecting data for all the major constructs.

The study demonstrated the importance of HPHR practices (rigorous selection processes; training and development opportunities; information and communication practices; employee involvement in decision making; job security; fair reward system; team working and career management) and how they are directly related to organizational support, supervisory support and performance of organization. Second, for the management to enhance organizational performance (particularly in public universities), the need to emphasize on appropriate and effective HRM practices capable of promoting organizational and supervisory supports is required. This will enable the creation of supportive work environment that will promote better organizational performance.

The study adds value by providing additional understanding of the significant role of organizational support and supervisors support in HPHRP-organizational performance link.

The purpose of this paper is to investigate the role of organisational career growth (OCG) in the process linking organisational work–family support and work–family conflict.

Since previous contributions reported theoretical and empirical evidence of possible gender differences in this process, a moderated mediation model was examined including gender as moderating variable of both direct and indirect effects. Conditional process analysis was used to test the hypotheses on a sample of 507 Italian employees who were also parents.

Results showed a significant mediation effect of OCG in the relationship between organisational work–family support and work–family conflict. Furthermore, evidence of a moderated effect of gender was found in the way that the negative direct effect of organisational work–family support on work–family conflict was stronger among women, whereas the direct effect of OCG on work–family conflict was significant only for men.

This is the first study addressing the possible negative effect of OCG on a specific target of employees.

The purpose of this paper is to examine the relationship between perceived organizational support (POS), organizational commitment and job satisfaction among special education teachers in Pakistan. The data were collected from 85 special education teachers from different special education centers in Punjab, Pakistan. POS was measured using a survey of POS developed by Eisenberger et al. (1986). Affective continuance and normative commitment are measured by affective continuance and normative commitment scales developed by Meyer and Allen’s (1984) and Allen and Meyer (1990), respectively. Results of the current study show that POS and job satisfaction are positively correlated with affective and normative commitment. POS and job satisfaction are not associated with continuance organizational commitment. This suggests that a teacher’s commitment can be improved by increasing organizational support, underprivileged working environment and job satisfaction. Limitations and implication of the study are discussed.

In the current study, cross-sectional research design and non-probability purposive sampling technique were used. A sample of 85 special education teachers was collected from different special education institutes of Punjab and federal, Pakistan. Inclusion criteria were teacher with specialization in all disabilities (mentally challenged, deaf, blind, physical handicapped and slow learners), informed consent and age range 20‒55 years, at least 6-month teaching experience in special education. Exclusion criteria were teaching experience less than 6 months and age less than 20 or more than 55 years. The demographic characteristics of teachers are presented in Table II.

Findings of the present study suggest a positive association between POS, affective commitment, normative commitment and job satisfaction, whereas there is no association between POS and continuance commitment as well as between job satisfaction and continuance commitment among special education teachers in Pakistan. Organization should consider the exclusive support of the special education teachers.

The current study also has some limitation. The sample size is very small. In the current study, data are collected from 85 special education teachers from federal and few cities of Punjab, Pakistan. Hence, data are not true representative. Data for current study are collected through self-reported scales and only collected from academic staff.

In the current study, special education teachers have identified factors that promote organizational support, commitment and job satisfaction, such as reasonable workloads, sound working environment, unbiased and fair working conditions, and administrative support. It has been found that decreased level of POS, commitment and job satisfaction damage the organization, special educators and special students. Therefore, special education department should develop and implement policies that strengthen these dimensions. A broad recommendation can be made on the basis of these findings: affective and normative commitment increases when individuals have satisfying experience with organization. Thus, this may be improved by providing special educators with the opportunity to work in a better work environment, with proper work load, as it would increase emotional and normative attachment of the individuals with their institutes. The current study would be helpful for policy makers in the field of education and administration in order to work on these dimensions to increase the teacher’s job satisfaction and organizational commitment. It would also create awareness among the general public about the potential problems of special education teachers in Pakistan affecting the quality of life of children with special needs. Results suggest that by providing organizational support, appropriate work load and unbiased attitude, a teacher’s commitment can be improved.

The current research helps academics and administration to improve social functioning of special education teachers by improving their job satisfaction and organizational support.

The prevalence rate of children with disabilities is increasing rapidly in Pakistan. Since stigma is associated with individuals with disabilities, parents hide disabilities of their children so that other relatives may not face any problems, such as being doubted of carrying defective genes. Families have to cope with financial crises due to lack of institutional support, extra expense to deal with disabled person and loss of work. In such circumstances, special education institutions are only hopes for such people to assist them in dealing with their disabled children. However, the strength of teachers in these institutions is not enough to fulfill needs of such children. A number of researches have examined the role of organizational support, job satisfaction and organizational commitment of teachers in western countries (Makanjee et al., 2006; Alijanpou et al., 2013; Batool and Ullah, 2013). However, to the best of the authors’ knowledge, no study has yet investigated this serious issue in Pakistan. This study provides valuable information on organizational support, commitment and job satisfaction among special educators, and recommendation on how organizational commitment can be improved.

The purpose of this paper is to explore the role of trust, perceived organizational support, and emotional attachment in bridging the gap between resistance and readiness to change.

A conceptual model including five constructs is developed. The questionnaire survey using the study variables readiness to change, trust, perceived organizational support, emotional attachment, and resistance to change was used in this study. Descriptive statistics and mediation regression analysis are used to test all hypotheses using the survey data of 276 middle-level managers.

The findings reflect how readiness to change reduces the impact of resistance to change during organizational change. Furthermore it also finds that how trust, perceived organizational support, and emotional attachment mediates the relationship between resistance and readiness and reduces the gap between the two.

The findings in the study have made significant contribution to the literature especially on middle-level managers in the Indian context. There was a paucity of research done on the study variables. The mediating effects of the study variable have never been explored earlier and therefore make an immense contribution to the field of knowledge for practitioners and academicians.

The research results have many practical implications. It could be established that trust, perceived organizational support, and emotional attachment have a strong and positive association with the management of change. Linking of study variables during change is helpful for the top managers for better understanding during a major organizational change. Supporting the employees through human touch during change will lead to easier transition. Understanding of various dimensions that influence employee to readiness for organizational change is an important endeavor for organizational change.

The research is of utmost significance for the top management as it can provide a better insight to understand and keep in mind the key aspects during organizational change in such a way that chances of resistance reduces to minimal. If the employees are contented by receiving support from their bosses, if there exists a mutual trust which increases emotional attachment, introducing change in the organization will be much easier for the management.

This research attempts to investigate how during times of turbulent change in an organization trust between the employees and their supervisor, perceived social support, and emotional attachment with the organization positively impact the change management process. The findings provide valuable insights for the top management to understand the psyche of its employees and provide them a human touch during the time of organizational change.

This study aims to examine the relationship between talent development environment (TDE) variables of job focus and long-term development with the and workplace adaptation (WA) of Malaysian professional returnees as mediated by the organisational support.

A total of 130 respondents who are Malaysian professional returnees participated in this study. The hypotheses formulated for this study were tested using partial least square-structural equation modelling version 3.

The mediation analysis has revealed a significant relationship between job focus and long-term development on WA via organisational support. Six out of seven hypotheses were accepted. The finding also indicates that the long-term development construct has a strong impact on the WA of Malaysian professional returnees.

This study focused only on professional returnees from selected sectors of the National Key Economic Areas in Malaysia.

Organisational support mediating WA should be capitalised on by human resource development practitioners in public and private sectors to assist professional returnees in their WA through the talent development approach specifically on job focus and long-term development.

The findings from this study extend the knowledge of WA in the context of professional returnees in a developing country, Malaysia. The integration between the selected TDE variables and WA with the mediating function of organisational support adds new insights into the process of WA.

Drawing on organizational support theory, this study aims to propose and test a moderated path analysis to explore the interactive effect of perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior, as well as the mediating effect of perceived organizational support.

Hypotheses are tested using two-phase survey data collected from 398 dyads of employees and their immediate supervisors from 26 (three-to-five star) hotels in Taiwan.

The hierarchical linear modeling results suggest that perceived organizational support mediates the relationship between perceived supervisor support and organizational citizenship behavior. These findings indicate that supervisors’ organizational embodiment positively moderates the relationship between perceived supervisor support and perceived organizational support, which, in turn, mediates the interaction between perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior.

This is the first study to examine the moderating role of supervisors’ organizational embodiment in hospitality domain. In high or low supervisors’ organizational embodiment context, hotels are supposed to assign representative managers that could strengthen the efficiency of perceived supervisor support. Finally, employees will perceive organizational support and then lead to employee organizational citizenship behavior.

Previous research indicates that perceived organizational support positively impacts various employee outcomes. However, the antecedents and psychological mechanisms of perceived organizational support are still not well understood. This research intends to fill these gaps in the literature.

The purpose of this paper is to examine the relationships between attachment styles, mentoring (psychosocial support and career support), organizational commitment, and turnover intent of protégés in formal faculty mentoring.

An internet survey was conducted with a population of 125 protégés in a formal faculty mentoring program at a US university.

Results from linear regression analyses revealed that protégés’ secure attachment was positively and significantly related with their organizational commitment and was negatively and significantly related to intent to turnover. Additional linear regression analyses revealed that psychosocial support and career support were positively and significantly related with protégé organizational commitment and were negatively and significantly related to intent to turnover. Hierarchical regression showed that secure attachment alone was a unique predictor of protégés’ organizational commitment and intent to turnover. Further, attachment and career support interacted to predict both organizational commitment and intent to turnover.

Although psychosocial support and career support in mentoring influence organizational commitment and turnover intent, protégés who are securely attached experience more support. Furthermore, career support the positive association between secure attachment and organizational commitment and the negative association between secure attachment and turnover intent.

Little research has specifically addressed attachment and its links to mentoring and organizational outcomes such as organizational commitment and turnover intent in the context of faculty mentoring. Therefore, the study contributes to the understanding of how attachment and mentoring influence organizational commitment and turnover intent in academe.