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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.

This study aims to examine the influence of perceived organizational support (POS) on boundary-spanning behaviors (BSBs) among frontline employees in the hospitality industry. It also considered perceived supervisory support (PSS) as a moderating factor within a conceptual model.

Data were gathered from 651 full-time hospitality employees across 12 hotels in China. The analysis of the data used confirmatory factor analysis and structural equation modeling.

The findings revealed that POS influences hospitality boundary spanners’ BSBs, specifically external representation (ER), internal influence (II) and service delivery (SD). In addition, PSS moderates the relationship between POS and these frontline employees’ behaviors.

This study offers practical strategies for hospitality professionals to enhance frontline employees’ BSBs and foster supportive workplaces that drive employee excellence. These strategies encompass cultivating a supportive organizational culture, implementing supportive measures, fostering a sense of belonging among employees and ensuring supervisors’ well-being and competence in supporting their teams during daily interactions. These actions effectively motivate customer-contact employees to excel in their performance.

Fostering a helpful attitude in frontline employees is crucial for service firms’ success. Hospitality organizations must provide support to achieve this. Few studies have explored how organizational support contributes positively to the BSBs of customer-contact employees. This study goes beyond oversimplification and delves into the nuanced interplay between perceived support (POS and PSS) and hospitality frontline employees’ BSBs, focusing on ER, II and SD. The moderated mediating model enhances the understanding of support dynamics in the organizational context.

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 goal of this paper is to investigate the antecedent of employee performance (EP) through perceived organizational support (POS), as well as the moderating role of job satisfaction (JS) on the connection between POS and EP among employees of small and medium enterprises (SMEs) in Northwest Nigeria, using social exchange theory (SET) and organizational support theory (OST).

This research employed a survey design, using SMEs employees in Northwest Nigeria as the research unit of analysis. Purposive sampling was used in this research, with standardized questionnaires used to obtain data from 1750 employees of the targeted SMEs within the region. This study’s hypotheses were tested using partial least square–structural equation modeling (PLS-SEM).

The findings of this research stated that POS has a substantial effect on EP, while JS moderates the association between POS and EP.

The study offers practical insights for SMEs in Northwest Nigeria, aiding in resolving employee issues and providing actionable strategies for management. Understanding the dynamics of perceived organizational support, job satisfaction and employee performance enables proactive measures to improve organizational effectiveness, fostering a positive work environment and enhancing competitive edge.

This study innovates existing literature by exploring how perceived organizational support affects employee performance in small and medium-sized enterprises in an emerging economy. It introduces PLS-SEM, emphasizing job satisfaction’s pivotal role as a moderator. This provides valuable guidance for SMEs to boost employee performance and formulate effective HR strategies, advancing organizational behavior and management research.