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Article
Publication date: 19 October 2021

Roman Kmieciak

The purpose of this paper is to assess the effect of co-worker support on horizontal knowledge withholding and voluntary turnover intention among IT specialists. The study…

Abstract

Purpose

The purpose of this paper is to assess the effect of co-worker support on horizontal knowledge withholding and voluntary turnover intention among IT specialists. The study also explores the mediating role of affective organizational commitment.

Design/methodology/approach

The data are drawn from 118 IT specialists from a Polish software company. The model is tested through partial least squares path modeling.

Findings

The results revealed that the negative effect of co-worker support on voluntary turnover intention is fully mediated by organizational affective commitment. Contrary to expectations, co-worker support is not significantly negatively related to horizontal knowledge withholding.

Research limitations/implications

The cross-sectional data, self-reports and small sample size are limitations of this study. The respondents were a relatively homogenous group of employees, so the generalizability of results to other employees and industries is limited.

Practical implications

To increase affective organizational commitment and reduce voluntary turnover intention among IT specialists, managers should create the conditions to enhance co-worker support.

Originality/value

This research clarifies the role of affective organizational commitment, which has proven to be a bridge linking co-worker support and voluntary turnover intention. Moreover, this research investigates the previously unexplored effect of co-worker support on horizontal knowledge withholding.

Details

Baltic Journal of Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-5265

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Book part
Publication date: 9 July 2010

Debbie M. Tromp, Arjan van Rheede and Robert J. Blomme

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…

Abstract

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.

Details

Advances in Hospitality and Leisure
Type: Book
ISBN: 978-1-84950-718-9

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Article
Publication date: 12 February 2018

Rajiv R. Thakur and Shalini Srivastava

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…

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3288

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Social implications

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.

Originality/value

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.

Details

Journal of Organizational Change Management, vol. 31 no. 1
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 18 November 2019

Riann Singh

Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 8 no. 1
Type: Research Article
ISSN: 2049-3983

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Article
Publication date: 26 June 2019

Helena Lee and Joulyn Chui

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 6 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

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Article
Publication date: 4 July 2016

Mageswari Kunasegaran, Maimunah Ismail, Roziah Mohd Rasdi, Ismi Arif Ismail and T. Ramayah

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…

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2145

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Practical implications

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.

Originality/value

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.

Details

European Journal of Training and Development, vol. 40 no. 6
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 4 October 2019

Abubakar Tabiu

The purpose of this paper is to explore the relationship between “high-performance” human resource practices (HPHRP) and organizational performance, using organizational

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Practical implications

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.

Originality/value

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

Details

African Journal of Economic and Management Studies, vol. 10 no. 4
Type: Research Article
ISSN: 2040-0705

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Article
Publication date: 19 March 2018

You-De Dai, Yu-Hsiang Hou, Kuan-Yang Chen and Wen-Long Zhuang

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

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1412

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

International Journal of Contemporary Hospitality Management, vol. 30 no. 3
Type: Research Article
ISSN: 0959-6119

Keywords

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Article
Publication date: 11 April 2016

Rimjhim Banerjee-Batist and Thomas G. Reio

The purpose of this paper is to examine the relationships between attachment styles, mentoring (psychosocial support and career support), organizational commitment, and…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

Journal of Management Development, vol. 35 no. 3
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 April 1998

Stefanie E. Naumann, Nathan Bennett, Robert J. Bies and Christopher L. Martin

Research on layoff victims reports that interactional justice judgments influence important work‐related attitudes, such as organizational commitment. In this paper, we…

Abstract

Research on layoff victims reports that interactional justice judgments influence important work‐related attitudes, such as organizational commitment. In this paper, we build on this emerging literature through an examination of the role that both interactional justice and organizational support have in explaining the organizational commitment of 147 layoff victims at a major manufacturing plant. The results of structural equation analyses supported our hypothesis that organizational support mediates the relationship between interactional justice and organizational commitment.

Details

International Journal of Conflict Management, vol. 9 no. 4
Type: Research Article
ISSN: 1044-4068

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