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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.

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 explores the impact of difficult coworkers on employees' turnover intention. Additionally, this study investigates the roles of employees' attitude toward difficult coworkers, perceived organizational support and affective commitment in the relationship between difficult coworkers and turnover intention.

Based on the stimulus-organism-response theory, a theoretical model was established that linked difficult coworkers to employees' attitude toward the, then to turnover intention directly and indirectly through perceived organizational support and affective commitment. The model was validated using responses from 343 Chinese employees in Macao's banking industry.

Results of the partial least squares-structural equation modeling (PLS-SEM) showed that difficult coworkers significantly influenced employees' attitude toward them. Employees' attitude toward difficult coworkers had a small and significant effect on turnover intention while perceived organizational support and affective commitment mediated the relationship between attitude toward difficult coworkers and turnover intention.

The study is the first empirical study to employ the stimulus-organism-response theory to characterize the impact of difficult coworkers on turnover intention. Fortunately, perceived organizational support and affective commitment were able to lessen the impact of difficult coworkers on turnover intention.

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.

This study examined the relationship between perceived organizational support and job satisfaction as well as the moderating effect of propensity to trust on this relationship. White-collar bank employees (N=108) were surveyed. The results of multiple regression analyses on the data collected showed that perceived organizational support was positively related to job satisfaction. The relationship between perceived organizational support and job satisfaction, however, was stronger among employees with a low propensity to trust than among those with a high propensity to trust. Implications of the findings and directions for future research are discussed

This study explores the relationships between equity, perceived organizational support, job satisfaction, organizational commitment and counterproductive work behavior in Macao's gaming industry. Additionally, it investigates whether the Covid-19 outbreak has effects on employees' perceptions and behaviors.

Data were collected from two surveys using convenience sampling, one involving 260 casino employees in 2019 and another involving 250 employees in 2020 after the outbreak of Covid-19.

No significant difference was observed between mean scores from respondents in the first and second surveys on job equity, pay equity, perceived organizational support and job satisfaction (p > 0.05). However, significant changes were found in mean scores for three organizational commitment items (negative changes; p < 0.05) and three counterproductive work behavior items (positive changes; p < 0.05). Results of structural equation modeling indicated that job equity and pay equity affected perceived organizational support and job satisfaction while perceived organizational support impacted organizational commitment directly and indirectly through job satisfaction, all with R² values greater than 0.6. Organizational commitment negatively influenced counterproductive work behavior.

The Covid-19 impact on casino employees' perceptions and behaviors was contingent upon the duration of pandemic.

The study is one of the first empirical studies to integrate social exchange theory and equity theory to organizational commitment in Macao's gaming industry. Job equity and pay equity were found to influence organizational commitment through perceived organizational support and job satisfaction. Additionally, the Covid-19 did not have significant effects on employees' equity, perceived organizational support and job satisfaction perceptions.

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 effect of transformational leadership on employees’ creativity in the Jordanian banking sector through the mediating effect of perceived organizational support.

The study is based on survey data collected from 369 employees working in Jordanian banks. Validity and reliability analyses were performed, and direct and indirect effects were tested using structural equation modeling.

The results indicate that transformational leadership positively affects some dimensions of employees’ creativity and perceived organizational support. However, perceived organizational support is found to not be significantly related to some dimensions of employees’ creativity. Additionally, the mediating effect of perceived organizational support on the relationship between transformational leadership and some dimensions of employees’ creativity is found to not be significant.

This paper is one of the first to examine the relationship between transformational leadership and employees’ creativity through perceived organizational support, especially in an Arab country and in the banking sector.

The purpose of this study is to explore the influence of perceived organizational support on dimensions of a learning organization among employees of small- and medium-sized enterprises (SMEs) of Nowshahr in Iran.

This paper used an empirical research design by the questionnaire survey method to test the research hypotheses. Statistical population of this research included employees of SMEs of Nowshahr in Iran. A random sample of 950 employees was asked to respond to questionnaires from which 336 were valid. Structural equation modeling was used to explore the influence of perceived organizational support on dimensions of a learning organization.

The findings showed that perceived organizational support had a strong effect on the learning organization. In addition, perceived organizational support had effect on continuous learning, dialogue and inquiry, team learning, embedded system, empowerment, system connection and strategic leadership. In general, all hypotheses are statistically supported.

This research may be one of the first papers exploring the influence of perceived organizational support on dimensions of the learning organization and offers a foundation for future organizational research.

The purpose of this paper is to evaluate the influence of perceived organizational support on employees’ performance in information technology (IT) firms in Pakistan and Saudi Arabia. Organizational support is critical as it ensures support given by the organization to workers and to complete one’s job proficiently and effectively.

Data were collected from IT firm employees through a self-administered questionnaire survey where a total of 400 questionnaires were distributed, i.e. 200 in each country’s IT firms. A total of 383 completed questionnaires were received (190 from Pakistan and the remaining 183 from Saudi Arabia) representing a response rate of 95%. The hypothesis was tested using confirmatory factor analyzes and direct relations were confirmed using AMOS v24.

The results indicate that perceived organizational support and affective commitment have a significant positive impact on employee performance. Findings of the study show that perceived organizational support and affective commitment directly and significantly correlated (r = 0.439**; p < 0.05) (r = 0.489**; p < 0.05) with employee performance. On other hand, results of structural equation modeling indicate that perceived organizational support and affective commitment have a significant and positive impact (ß = 0.284; p < 0.01) and (ß = 0.370; p < 0.01) on employees’ performance. Moreover, affective commitment partially mediates the relationship between perceived organizational support and employee performance.

The outcomes are not generalized, as the researcher analyzed working employees in the IT firms in Saudi Arabia and Pakistan. The relationship between perceived organizational support and employees’ performance may be checked in a longitudinal study. If all items are considered because of the ambiguity of human feeling and acknowledgment, it is hard to precisely assess employees’ performance and their needs. This research proposes a straightforward and handy model that supports managers to feature the most powerful factors in building up their employees’ performance.

This study proposes managers to give chances to proficient advancement, improved occupation and satisfying the necessities identified through deference, mindfulness and endorsement. Furthermore, they ought to make more good working conditions, for example, preparing chances to support workers in their wants for self-improvement and accomplishment. The research additionally recommends recording the unmistakable standard operation procedure to clarify the understanding of the employees. In addition, managers ought to invest sensible energy with their front-line employees through socialization and training. These efforts could limit fatigue work, enhance organizational duty and performance.