Search results

The mergers and acquisitions impact the firm’s marketing strategy to target the potential market. To compete with conventional banks, Shariah banks have accommodated financial technology (Fintech) and digitalisation to retain existing customers and attract potential customers. Furthermore, this study aims to analyse the role of organisational trust and commitment in mediating the effect of perceived organisational support and managers’ perceptions of the readiness for Shariah-compliant Fintech adoption.

To obtain information, 115 managers from Shariah bank in Indonesia were surveyed. The data were then analysed using PLS-SEM with SmartPLS software.

Perceived organisational support became crucial in improving readiness to adopt the digitalisation initiative and adhere to Shariah norms. Moreover, organisational trust and commitment fully mediated the effect of perceived organisational support and manager’s readiness to change towards Shariah digital bank.

Adopting Fintech and its services can offer better value to customers. Digital technology has supported the merger acquisition of Shariah bank to reduce operational costs and improve productivity and service quality. The Fintech adoption in Shariah banks needs to align with a marketing strategy that can add value, offer efficient services and ensure that all transactions are safe, transparent and Riba-free (interest charged on financial transactions).

From Shariah bank’s perspective, the role of organisational support in Fintech adoption is limited, and there is a lack of studies investigating managers’ readiness to change in post-merger and acquisitions. This study sheds new light on how Shariah banks must offer Fintech services and adopt digital technology to remain relevant and competitive. This study provides evidence of Shariah-compliant bank readiness and organisational support and commitment enablers using two mediating mechanisms. Properly adopting Fintech can provide superior service and Shariah-compliant banking 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.

This study aims to examine the effect of a high commitment work system (HCWS) on employee well-being and the mediating role of organizational support and work–life balance.

Using structural equation modeling (SEM) for analysis, a quantitative approach was adopted to collect data from the 235 employees from the public sector in the United Arab Emirates (UAE).

Results show that HCWSs have a significant influence on organizational support and employee work–life balance. Therefore, there is a significant positive effect on employee well-being. The consequence of HCWS on well-being is not mediated by organizational support. Organization and work–life balance do not support the idea of reducing the negative effects of high-commitment work systems on well-being. There is a significant influence of work–life balance on employee behaviors to have well-being.

Managers can devise a strategy to involve the employees to join participating in decision-making. The research advances knowledge of how HCWS improves employee well-being and emphasizes the significance of organizational support in the environment of public organizations. Organizations are expecting to develop new strategies that help employees engage with their environment and increase their confidence. In this perspective, the present study has identified a crucial key factor of HCWS affecting of organization support and employee work–life balance, which can help propelling employees well-being. The research expands the knowledge of the organizational and cultural elements that influence employee behavior and performance in this setting by evaluating the effects of HCWS on employee well-being in the UAE.

Work–nonwork policies and practices provide support for employee well-being, as well as a competitive advantage that can help differentiate organizations. However, not all work–nonwork policies and practices are effective, utilized, or relevant. In this chapter, the authors introduce “organizational boundary management strategy” as a way to leverage these policies and practices, making them more widely adopted and more effective. Organizational boundary management strategy refers to how an organization as a whole tends to support workers’ work–nonwork boundaries (i.e., via segmentation, integration, or somewhere in between). Although boundary management has historically tended to focus on how individuals navigate distinctions between work and personal life, the authors extend boundary management to the organization to suggest how understanding and aligning the organization’s overall boundary management strategies can support worker well-being. To expound on this, the authors present a model suggesting how organizational boundary management can be used to support worker well-being.

The purpose of this study is to investigate the impact of organisational socialisation tactics, namely, context-based, content-based and social-based tactics, on affective commitment by the mediating role of perceived organisational support.

A quantitative study was conducted using a judgmental sample of 119 newcomers with one-year experience or less in Jordanian small and medium-sized enterprises. The collected data were analysed using bootstrapped procedure by the partial least squares-structural equation modelling.

The empirical results show that perceived organisational support plays a crucial role in mediating the relationships between socialisation tactics and affective commitment. Specifically, both social-based tactics and content-based tactics have a significant indirect effect on affective commitment through perceived organisational support. However, context-based tactics do not directly or indirectly influence affective commitment or perceived organisational support significantly.

To the best of the authors’ knowledge, this study is among the first studies in the Jordanian context that investigate the relationship between organisational socialisation and affective commitment by the mediating role of perceived organisational support, thus adding originality to the existing literature. Furthermore, this study contributes to the scholarly debate on the relationship between socialisation and outcomes.

This study aims to provide a psychometrically sound measure intended to capture perceived/experienced sexism in the workplace, the perceived/experienced sexism scale (PESS). PESS is used to consider the effects of perceived experiences of benevolent and hostile sexism at work, as well their relationships with perceived organizational support and the job attitudes of job satisfaction and turnover intentions.

This study revised the Ambivalent Sexism Inventory (Glick and Fiske, 1996) to create and validate the PESS. Amazon Mechanical Turk was used to collect two samples (220 and 183) of perceptions of female employees.

Results suggest perceived organizational support and trust perceptions mediate the relationships between perceptions of sexism and organizational outcomes of job satisfaction and turnover intentions.

Existing measures of sexism are intended to identify and measure sexism by examining perpetrators’ actions or thoughts. However, researchers must make assumptions as to the effect such sexist acts or behaviors has on the target. Thus, this study provides a measure of sexism from the perspective of the target.

This study aims to explore the relationships between employees’ training orientation, organizational support for training and employees’ training satisfaction. It also investigates the mediating role of perceived value of training in the relationships.

Based on a literature review on training, the study proposes a theoretical model that links employees’ training orientation and organizational support for training to training satisfaction directly and indirectly via perceived value of training, while employees’ training satisfaction may influence affective commitment. The model was tested using responses from 364 Chinese employees in Macao.

Results of partial least square-structural equation modeling showed that employees’ training orientation influenced training satisfaction directly and indirectly through perceived value of training, while organizational support for training also influenced employees’ training satisfaction indirectly through perceived value of training. Training satisfaction had a positive effect on affective commitment.

The study’s limitations include a cross-sectional design and the characteristics of Macao’s economic structure. Although the causality of relationships was grounded in prior studies, reverse relationships might exist between some selected variables. It is suggested that a longitudinal study shall be carried out to confirm the causality of relationships. Additionally, Macao’s economy is dominated by its service sector. Future research can be carried out in other cities that have the manufacturing and high-technology sectors.

The study unveiled that employees’ training orientation including their general attitude towards training and training goal orientation and organizational support for training are key antecedents of training satisfaction. Human resources professionals in organizations must develop innovative ways, such as simulation games and competitions, to enhance the awareness of the importance of training to their employees. Additionally, they must advocate and demonstrate organizations providing supportive environments for training.

As the work context is dynamically changing, enhancing employee engagement through personal and organizational means is still capturing the attention of organizations as well as human resources researchers and practitioners. Thus, the purpose of this paper is to examine the relationships between self-leadership, employee engagement, and perceived organizational support and to test the moderating effect of perceived organizational support.

Data were collected through an online self-reporting questionnaire, with a total of 225 employees from Lebanon and 251 employees from the United Arab Emirates (UAE). Moderating analysis was conducted using Process v3.3 on both samples.

Results have shown that self-leadership and perceived organizational support were positively related to employee engagement in both countries. However, perceived organizational support served to enhance self-leadership and employee engagement in the UAE, but not in Lebanon.

The findings of this study can be used to help organizations as well as human resources and regional managers operating in the Middle East in giving insights about investing in self-leadership strategies and positively influence employee perception of organizational support to strengthen employee engagement.

This study is unique in exploring the moderating role of perceived organizational support on the relationship between self-leadership and engagement, and original in theoretically proposing and empirically examining the interaction between perceived organizational support and self-leadership. The context of the study in which the proposed relationships were tested for the first time in Lebanon and the UAE, is also novel as both countries are distinguished from other Middle Eastern countries.

The purpose of this paper is to investigate whether organizational support for innovation and informational extrinsic rewards moderate the relationship between intrinsic motivation and innovative work behavior.

Multiple and hierarchical regression analyses based on data from 150 knowledge workers tested the hypotheses for a South African sample.

The results confirmed a positive relationship between intrinsic motivation and innovative work behavior, and found positive relationships between both organizational support for innovation and informational extrinsic rewards and innovative work behavior. While organizational support positively moderated the relationship between intrinsic motivation and innovative work behavior, acting in synergy with intrinsic motivation, informational extrinsic rewards had a negative moderating effect.

When organizations want to encourage knowledge workers to generate, promote and realize innovative ideas, they should create an environment that encourages autonomy, competence and relatedness, with support for creativity and differences of ideas.

The study provides new indications of the interactions of synergistic extrinsic rewards and intrinsic motivation to affect innovative work behavior.

The purpose of this study is to explore the influence of social support (SS) on job performance (JP) through the mediating role of organizational commitment (OC) and innovative work behavior (IWB) as well as the moderating role of innovative climate (IC).

The present research used a self-report questionnaire from a sample of 694 full-time employees in the Vietnamese small and medium-sized enterprises (SMEs) and the partial least squares structural equation modeling (PLS-SEM) to test studied hypotheses.

The findings revealed that a high level of social support at work could enhance employees’ job performance. The findings also indicated that this positive relationship was partially mediated by organizational commitment and innovative work behavior. Besides, an innovative climate strengthened the positive association between social support and innovative work behavior.

The result of this study provides practical implications for the contemporary human resource (HR) management practice and policy in organizations. Organizations may have an enduring HR policy to strengthen robust social support to enhance employees’ job performance at work.

Perhaps, the largest benefit of this research is that the research provided statistical evidence of the relational values between a system of variables to add to the limited academic literature available on the subject. While plenty of literature suggested that social support played a crucial role in organizational commitment, innovative work behavior, and job performance, the researchers failed to determine if a moderating role of innovative climate existed between social support and innovative work behavior. This study filled the gap in literature by introducing that a moderation exists of IC between SS and IWB instead of using SS and IWB as separate factors.