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The purpose of this paper is to empirically examine the impact of perceived organizational support (POS) on organizational commitment in the voluntary and not-for-profit sector. The study extends the work done so far on the mediating roles of self-expression and perceived influence.

This paper reports an empirical research study which examined the impact of POS on organizational commitment in the voluntary and not-for-profit sector. Survey data were collected from a sample of health services workers (n=275) from a large not-for-profit organization.

Analyses showed that perception of organizational support positively influenced self-expression. In addition, self-expression mediated the relationship between perception of organizational support and organizational commitment, and both self-expression and perceived influence were statistically significant in their relationship with organizational commitment.

First, because of the cross-sectional nature of the authors’ design, it is difficult to establish the direction of causality. For example, POS and organizational commitment may be reciprocally related. It is possible that volunteers who are committed may perceive themselves as being valued and contributing members of the organization. Second, the measures used in this study were based on self-report, suggesting therefore that method variance could possibly influence the results. Because the measures reflect individual perceptions, it was not possible to obtain data from sources other the participants. However, preliminary CFA analysis showed that each measure was distinct which should minimize concerns about method variance. Further, some scholars argue that common method variance may be overstated and not as severe as is generally claimed (Lindell and Whitney, 2001).

Given the need to maintain adequate levels of volunteerism, it is of critical importance for volunteering organizations to understand how to retain their volunteers for the long-term, particularly because volunteer turnover can be very costly in terms of decreased organizational morale, recruitment and training, and decreased ability to effectively serve the public. The authors’ study serves to underscore the fact that those organizations needs to be mindful that volunteers need to perceive adequate organizational support and feel the opportunity for self-expression if those volunteers are to remain committed.

The authors’ study extends the work done so far on the mediating roles of self-expression and perceived influence in the relationship between POS and organizational commitment in voluntary and other not-for-profit organizations. The results suggest that POS positively influenced self-expression but not perception of influence. It also suggests that self-expression mediated the relationship between POS and organizational commitment, and both self-expression and perceived influence are statistically significantly related to organizational commitment. Even though prior research has examined POS as an antecedent, outcome, and a mediator, there is a paucity of research that has examined the proposed model within the context of voluntary and other not-for-profit sectors. Given the current rate of expansion in the voluntary sector, it is the authors’ hope that the present study will provide an impetus for additional research in this area.

Few studies have examined the impact of POS on self-expression and perceived influence, and the resulting impact on organizational commitment in the voluntary sector. This paper makes a notable contribution to the literature by empirically exploring this understudied relationship.

Drawing on Bandwidth Fidelity Theory (Cronbach, 1970; Cronbach & Gleser, 1965), this chapter argues for more specificity with regard to conceptualizing and measuring variables in the field of behavioral ethics. We provide an example of how this might be accomplished, by building on recent work on organizational support that emphasizes more specific facets of perceived organizational support (POS). We introduce the concept of perceived organizational support for ethics (POS-E) and test its predictive power on a sample of 4,315 employees from manufacturing and technology firms. We find support for our assertions that ethics-specific support is a better predictor of ethics-related outcomes (e.g., pressure to violate ethical standards, preparedness to handle ethical violations) and general support (POS) is a better predictor of more general organizational outcomes (i.e., job satisfaction). Theoretical and practical implications of these results and the importance of moving toward more specific versus general constructs in the field of behavioral ethics are discussed.

This paper aims to explore the differential role that organizational support (perceived organizational support (POS)), supervisory support (perceived supervisory support (PSS)) and colleague support (perceived colleague support (PCS)) – as perceived by newcomers – play in the transfer of the latter's training as well as the development of affective and normative commitment towards their work organization.

Using a sample of 251 new hires, a series of regression analyses was conducted to test direct and moderating effects.

Findings showed that all three forms of organizational support examined had independent and direct effects on the dependent variables. Only perceived peer support did not add incrementally to the prediction of normative commitment when the other two support sources entered the equation. Further, the results supported the role of POS as a moderator in the supervisor support‐training transfer relationship as well as its role as a moderator in the colleague support‐affective commitment relationship. Specifically, high POS was found to strengthen the PSS‐training transfer and PCS‐affective commitment relationships, while low POS weakened these relationships.

Since data are based on self‐reports, common method bias may have inflated the relationships among the variables. The paper contributes to both research and practice by providing support for the distinction between the three forms of organizational support.

The paper contributes to both research and practice by providing support for the distinction between the three forms of organizational support.

This investigation extends previous research by demonstrating the existence of the moderating effect of POS on the relationship between PSS and newcomers' training transfer, and between PCS and newcomers' development of affective commitment towards their work organization.

Perceived organizational support is considered a resource capable of positively influencing performance by reducing stressors and encouraging commitment. However, only a modest relationship has been shown between support and performance, suggesting that moderators affect this relationship. To date, no research has examined moderators that might serve to predict non‐linear support‐performance relational forms. The purpose of this research is to examine how cynicism moderates the relationship between support and performance in a non‐linear form.

In study 1, 256 full‐time employees from a variety of industries and jobs completed surveys. In study 2, 143 full‐time state employees participated.

Those reporting high cynicism actually construe levels of support negatively. Specifically, performance for cynics was highest when perceived support was at moderate levels only. Conversely, performance for cynics was lowest when perceived support was either high or low.

A limitation of our studies was the use of survey methodology for data collection. Tests of multicollinearity suggest, however, that this did not result in method bias. Future research should consider other potential non‐linear relationships with organizational support to determine when support is not perceived favorably. Additionally, it may be informative to expand the scope of research on cynicism to include sources (e.g. decision makers, legal system) and an examination of the creation of cynical climates (e.g. frequent layoffs).

Recognizing that not all employees (specifically those who are cynical) will perceive support efforts as positive, managers can limit potential negative reactions to support efforts by clarifying their intentions and those of the organization. An increased awareness of possible aversive reactions to what is intended to be supportive, allows managers to better understand and react to cynical employees' behavior.

This study is a first to examine the non‐linear relationship between organizational support and performance as moderated by employee cynicism.

The purpose of this study is to empirically examine how the seven human resource management (HRM) practises, namely, leadership development, professional investment, egalitarian practises, developmental appraisals, family-friendly practises, engagement practises and generous benefits, are associated with perceived organisational support (POS) and destructive deviance in the context of Indian organisational culture.

In total, 265 middle-level IT personnel provided the study's data. To test the suggested study hypotheses, confirmatory factor analysis and PROCESS Macros were used.

Results show that putting in place leadership development, professional investment, egalitarian practises, developmental appraisal, family-friendly practises, engagement practises and generous benefits generates POS that, in turn, significantly contributes to reducing destructive deviance. Additionally, POS was found to partially mediate the relationship between perceived HRM practises and destructive deviance.

The results would help firms reduce detrimental employee deviation. To do this, managers must develop and put into effect the seven HRM practises, which demonstrate to workers that the organisation appreciates their contributions and cares about their well-being, thereby lowering disruptive deviance. In essence, IT businesses should carefully plan and implement the HRM practises they expressly want to use rather than mindlessly copying those of rival organisations. Furthermore, to adapt to the workforce's evolving needs, these HRM practises must be properly matched with both individual and organisational goals.

By including destructive deviance as a result of POS, this study adds to the body of research on organisational support theory. The literature on POS and negative behaviours will take a new turn with such a focus on destructive deviance. Additionally, this study encourages academics to investigate an underlying mechanism that accounts for how HRM practises affect employees' conduct. This study also adds to the sparse body of knowledge on POS for non-Western workers. The study's findings confirm that POS is a crucial concept for both Asian and Western workers.

The purpose of this paper is to examine relations between five individual differences variables (positive affectivity, negative affectivity, reciprocation wariness, equity sensitivity, and Protestant work ethic) and the perception of psychological contract breach (PCB), and whether those relations are mediated by perceived organizational support (POS).

A survey was administered to 234 professional (i.e. white‐collar) employees in the USA. Regression analyses were conducted to test the proposed relations and mediating hypotheses.

In line with the hypothesized predictions, the findings indicate that POS fully mediated the relations between four out of the five individual difference variables examined (i.e. positive affectivity, reciprocation wariness, equity sensitivity, Protestant work ethic) and perceived PCB. In addition, POS partially mediated the relation between negative affectivity and perceived PCB.

The use of a cross‐sectional, non‐experimental, design does not allow for conclusions to be drawn regarding causality and it is possible that the reported results may have been influenced by common method variance. Future research should examine additional individual differences and workplace contextual features.

Managers need to realize that some determinants of perceived PCB, and POS for that matter, are likely to be unrelated to organizational actions. Rather, perceived PCB and POS may result, in part, from an employee's individual characteristics.

This is the first study to provide empirical evidence that positive affectivity, negative affectivity, reciprocation wariness, equity sensitivity, and Protestant work ethic may predict the perception of PCB and that POS may mediate these relations.

The purpose of this paper is to investigate whether a focal employee’s perception of organizational support (POS) is shaped by the social context or, more specifically, by his/her coworkers’ POS. The authors further aim to identify the conditions under which coworkers’ POS may have more influence or, on the contrary, less or even no influence.

Data were obtained from questionnaires distributed among a sample of 195 employees and among their supervisors.

Coworkers’ levels of POS are positively related to the focal employee’s POS with positive consequences in terms of job satisfaction and, finally, organizational citizenship behaviors. This influence of coworkers’ POS is strengthened when the focal employee experiences low voice in the workplace.

Overall, this research contributes to organizational support theory by showing that POS may also develop based on a socially constructed process and not only on an individual-level psychological process.

Our findings have practical implications for HR policies employed by practitioners to socialize newcomers and to manage perceived support in a context of organizational change.

Building on a few recent studies suggesting that the social context may influence employees’ perceptions of organizational support, the present study is the first to show that the influence of the social context is more likely to occur under specific conditions, i.e. when employees experience low voice.

The purpose of this study is to investigate the impact of perceived organizational support (POS), perceived supervisor support (PSS) and intra‐organizational network resources on the turnover intentions of the Chinese employees of multinational enterprises.

The study utilized structured equation modeling to analyze survey data from 437 Chinese employees of five multinational enterprises operating in the Chinese service sector.

The study found that POS was positively related to affective organizational commitment, which in turn was negatively related to turnover intentions. A direct relationship was revealed between PSS and turnover intentions, as well as a mediated relationship through POS. In contrast, the relationship between intra‐organizational network resources and turnover intentions was fully mediated through POS.

The cross sectional design is a limitation of the study. Another limitation regards the generalisability of the findings outside the specific research context. Future research should be extended to different geographical and organizational settings.

In order to promote employee retention, multinational enterprises operating in China could start by carefully targeting visible support on offer to their employees. Improving supervisor support is a relatively inexpensive and practical measure compared to the costly alternatives such as improving employee compensation, training and career development. Organizations should also consider improving co‐worker support schemes in the workplace which enable individuals to build up their network resources.

The study provided evidence for both a direct relationship between PSS and turnover intentions and a mediated one via POS, confirming the generalisability of previous findings to the Chinese context. In addition it made an original contribution by establishing that POS fully, rather than partially mediated the relationship between intra‐organizational network resources and turnover intentions. This suggests that Chinese employees attribute instrumental and expressive support from others in the organization as coming from the organization itself.

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.

This study aims to investigate the moderating role of perceived organizational support in the relationship between ethical leadership and innovative work behavior (IWB) among public university academic staff.

Using a quantitative approach, the authors relied on structural equation modeling together with bootstrapping procedure using Process Macro of the SPSS to analyze data from a homogenous sample of 291 academic staff from the university education sector in Uganda.

The finding from bootstrapping procedure using Process Macro of the SPSS as statistic tool support perceived organizational support as a moderator in the ethical leadership–IWB relationship. In general, the present findings suggest that ethical leadership is associated with IWB via perceived organization support.

Enhanced IWB requires diverse and integrated techniques based on ethical leadership principles and perceived organizational support among employees.

There is increasing acknowledgement of the importance of ethical leadership in successful employee IWBs. Within this context, to the best of the authors’ knowledge, no prior study has empirically explored the moderating role of POS in the relationship between ethical leadership and IWB.