Search results

1 – 10 of 30
Article
Publication date: 2 July 2020

Jyotsna Bhatnagar and Pranati Aggarwal

In this paper, the authors propose and empirically test an integrated model which investigates the relationship between POS-E (perceived organizational support for the environment

1484

Abstract

Purpose

In this paper, the authors propose and empirically test an integrated model which investigates the relationship between POS-E (perceived organizational support for the environment) and employee outcomes, which are employee eco-initiatives (the first category of OCBE), employee psychological capital and alienation. Meaningful work as a mediator between POS-E and employee outcomes was also investigated.

Design/methodology/approach

The study utilized a survey method to empirically test the hypothesized relationships on a sample of 303 respondents. For testing, Confirmatory factor analysis for the proposed and alternative models, Structural Equation Modeling (SEM) based on software AMOS, version 20.0 was used. This was to ensure validity and construct distinctiveness among the variables in the study and to evaluate the fit of the hypothesized measurement model in comparison to several alternate models. To estimate the effects of meaningful work (as a mediator) on the association between POS-E and eco-initiatives, psychological capital and alienation, the authors administered Sobel test.

Findings

The present research augments the contemporary research on environmental sustainability and employee outcomes by further developing the emerging constructs of perceived organizational support of the environment (POS-E) and organized citizenship behavior toward the environment (OCBE), which is measured by eco-initiatives. The results imply that POS-E is positively associated with eco-initiatives and employee psychological capital and is negatively associated with alienation. The findings further suggest that meaningful work mediates the association between POS-E and all the outcome variables which are: employee-eco-initiatives, psychological capital and alienation.

Research limitations/implications

The findings confirm the desired direction of research and accomplished the research objective of the study. As the consequences of POS-E imply immense value for all stakeholders, decision-makers must also reflect on the means of enhancing employees' understanding. Further, it is imperative, that the organization supports their environmental goals and values, and their green engagement.

Practical implications

Results of the present study exhibit wide practical inferences for the managers. HR managers need to organize the passion for green behavior and work on intrinsic drivers of employee green engagement to let it sustain over a period of time. As society gradually expects increased organizational contributions towards environmental sustainability, this paper indicates that those employees who get an opportunity to act in coordination with environmental objectives will engage in eco-initiatives, exhibit higher psychological capital, and be less likely to feel alienated. The results imply that leaders should examine a diversity of probable interventions to enhance POS-E in order to gain from the initial rise in perceived meaningful work, employee eco-initiatives, increased psychological capital and reduced alienation. These interventions may lead to higher passion for sustainability and green behavior.

Social implications

Further, this work supports the work of Toffel and Schendler (2013), whose study states that organizations should market their environment and climate initiatives, climate activism, such that customers and suppliers appreciate their leadership, and understands what matters. This work supports the work of Turaga et al. (2010), whose study states that for pro-environment behavior, environment passion is an intrinsic behavior which is needed (see Afsar et al., 2016). The current study enhances the need to trigger employee's sense of pro-environment passion at work place for significant results.

Originality/value

This is a pioneer study, in India which confirms and extends the construct of POS-E using Social Exchange theory as an underpinning theory. We found that POS-E was linked with previously untested employee consequences, like employee eco-initiatives and psychological capital and that it was negatively associated with alienation. Our study confirmed mediator variable to be meaningful work in the relationship between POS-E and psychological capital, alienation and eco-initiatives

Details

Employee Relations: The International Journal, vol. 42 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Book part
Publication date: 7 June 2019

Regina M. Taylor, Marshall Schminke, Guillaume Soenen and Maureen L. Ambrose

Drawing on Bandwidth Fidelity Theory (Cronbach, 1970; Cronbach & Gleser, 1965), this chapter argues for more specificity with regard to conceptualizing and measuring variables in…

Abstract

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.

Article
Publication date: 7 August 2017

Baek-Kyoo Joo and Insuk Lee

Employee happiness or well-being is an emerging topic in management as well as in psychology. The purpose of this paper is to investigate the effects of perceived organizational

6685

Abstract

Purpose

Employee happiness or well-being is an emerging topic in management as well as in psychology. The purpose of this paper is to investigate the effects of perceived organizational support (POS) and psychological capital (PsyCap) on happiness in employees’ work (i.e. work engagement), careers (i.e. career satisfaction), and lives (i.e. subjective well-being (SWB)).

Design/methodology/approach

Data were collected from 550 employees in a conglomerate in South Korea. For statistical analysis, we conducted confirmatory factor analysis, reliability and correlation analysis, and structural equation modeling analyses.

Findings

Employees were highly engaged in their work, satisfied with their careers, and felt a greater sense of well-being in their lives when they had higher POS and PsyCap. Work engagement fully mediated the relationship between PsyCap and career satisfaction. POS had an indirect effect on SWB through career satisfaction. With regards to the relationships among the three outcome variables, career satisfaction turned out to fully mediate the relationship between work engagement and SWB. In addition, the direct effect of PsyCap on SWB was also found to be significant.

Research limitations/implications

This study focused on knowledge workers in South Korean for-profit firms. The participants were mostly male, junior or middle managers. Using a cross-sectional survey method, this empirical study leaves room for speculation about the causality among the variables. As the results of exploratory and confirmatory factor analyses indicate, however, common method variance was found to not be of great concern.

Practical implications

The mission of human resources (HR) and organization development (OD) professionals in organizations is to improve individual and organizational performance and to enhance employees’ well-being. HR/OD professionals can enhance employees’ happiness not only in their work and careers but also in their lives by improving POS (e.g. growth opportunity, performance management, and compensation system) and developing PsyCap (e.g. staffing, training, and development, etc.).

Originality/value

This study linked the emerging constructs in positive psychology in general, in HR/OB in particular. To date, no study has empirically investigated the effects of PsyCap and POS on the three workplace happiness constructs: work engagement, career satisfaction, and SWB. This is the first study that found the relationship between POS and PsyCap. Last, while South Koreans are more collectivistic and less satisfied with their lives than the Organisation for Economic Co-operation and Development average, the respondents in this study, working for highly reputable firms, perceived high level of happiness in their work and career, and eventually in their lives. Thus, organizational features had a stronger effect on workplace happiness than national culture.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 5 no. 2
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 6 April 2012

Maria Simosi

This paper aims to explore the differential role that organizational support (perceived organizational support (POS)), supervisory support (perceived supervisory support (PSS)…

2802

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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

Originality/value

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.

Details

Personnel Review, vol. 41 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 15 February 2021

Greg J. Sears and Yu Han

This study explored whether two Big Five traits – conscientiousness and emotional stability – jointly moderate the positive effects of perceived organizational support (POS) on…

Abstract

Purpose

This study explored whether two Big Five traits – conscientiousness and emotional stability – jointly moderate the positive effects of perceived organizational support (POS) on employee commitment and job performance. Drawing on organizational support theory and a self-regulation perspective, we proposed that employees high on both traits will more effectively leverage POS to enhance both their commitment and their performance.

Design/methodology/approach

Data were collected from 141 employees in a multinational transportation security firm. Employees completed measures assessing their POS, personality and affective commitment. Supervisors provided ratings of employees' job performance.

Findings

Results indicated that POS exerts a stronger influence on both employee commitment and performance when workers are high on conscientiousness and emotional stability. Moreover, POS was only found to be significantly associated with job performance when employees were high on both traits.

Research limitations/implications

These results suggest that personality traits play an integral role in influencing workers' perceptions of, and responses to, POS. Specifically, employees who demonstrate a stronger task focus and self-regulation capabilities appear to respond more favorably to POS.

Practical implications

These findings reinforce the value of implementing HR practices that convey support for employees but also highlight the importance of attracting and retaining employees who are conscientious and emotional stable in order to fully realize the benefits of these practices.

Originality/value

Recent evidence indicates that the relationship between POS and employee performance is tenuous. Our results are consistent with a contingency perspective on POS and signal that this may be partly owing to the `influence of individual differences, such as personality traits, in moderating the effects of POS.

Details

Employee Relations: The International Journal, vol. 43 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 March 2012

Manish Kumar, Shailendra Singh, Himanshu Rai and Abhijit Bhattacharya

The paper explores the relationship of humane orientation of organizations with members' reactions to such treatment by the organization. Orientation of mangers to form good…

Abstract

The paper explores the relationship of humane orientation of organizations with members' reactions to such treatment by the organization. Orientation of mangers to form good relationships with subordinates has been reflected through subordinatesa’ perception of quality of leader-member exchange (LMX) and it was expected to predict members’ reaction through feeling of exhaustion (burnout). The roles of humane orientation of organizational support measured through perceived organizational support (POS) by subordinates and organizational identification (OID) as possible explicators of the relationship between LMX quality and organizational burnout have also been explored. We conducted three step hierarchical linear regressions on a sample involving data at two time waves. As expected, all the hypotheses were supported. A major contribution of the research to academic literature is the corroboration of directionality of some of the relationship through two time wave design. Also, burnout in this research has been measured at an organizational level and the results were in line with burnout measured at the job level in some earlier studies on burnout.

Details

International Journal of Organization Theory & Behavior, vol. 15 no. 4
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 6 May 2021

Haley M. Woznyj, Linda R. Shanock, Eric D. Heggestad and George C. Banks

The purpose is to understand how affective events employees experience at work, and emotions those events elicit, influence within-person fluctuations in perceived organizational

Abstract

Purpose

The purpose is to understand how affective events employees experience at work, and emotions those events elicit, influence within-person fluctuations in perceived organizational support (POS). The authors explore the possibility of socioemotional needs as a boundary condition of the effects. They integrate affective events theory with organizational support theory to develop their arguments.

Design/methodology/approach

Using a diary study method, 55 working adults responded to three surveys per day for ten days (876 total datapoints).

Findings

The results suggest POS fluctuates daily. Furthermore, workplace affective events are significantly related to discrete emotions (happiness and anger), which are significantly related to fluctuations in POS. Indirect effects were generally stronger when socioemotional needs were high compared to low, though the moderation was not statistically significant.

Research limitations/implications

The authors extend organizational support theory by integrating affective events theory; they highlight the role of affective events and transient emotion in relation to momentary changes in POS and explore socioemotional needs as a moderator of those relationships.

Practical implications

Organizations can be mindful of employees' daily experiences when considering how to foster POS; minimizing negative affective events and maximizing supportive affective events may enhance POS.

Originality/value

This study is the first to consider predictors of short-term fluctuations in POS. Moreover, the authors integrate affective events and discrete emotions to consider the role of affect in organizational support theory.

Details

Journal of Managerial Psychology, vol. 36 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 19 September 2019

Zahid Hameed, Ikram Ullah Khan, Tahir Islam, Zaryab Sheikh and Safeer Ullah Khan

The purpose of this paper is to extend the corporate social responsibility (CSR) literature by examining the influence of a firm’s external CSR activities (efforts directed toward…

1429

Abstract

Purpose

The purpose of this paper is to extend the corporate social responsibility (CSR) literature by examining the influence of a firm’s external CSR activities (efforts directed toward external stakeholders of the firm) and internal CSR activities (efforts directed toward employees) on employees’ organizational citizenship behaviors toward the environment (OCBE) via organizational pride. The authors also examine the moderating role of perceived organizational support (POS) between CSR and organizational pride.

Design/methodology/approach

A total of 324 questionnaires were collected from the hospitality industry of Pakistan.

Findings

The results of this research revealed that dimensions of CSR (external and internal) have a positive influence on organizational pride. Also, organizational pride is found as an underlying mediating mechanism between the relationship of CSR and OCBE. The results also indicated that a higher level of POS strengthens the relationship between CSR and organizational pride.

Practical implications

The findings are limited to only hospitality industry. Organizations can enhance employees’ sense of pride through CSR activities, which subsequently enhance employees OCBE. The findings also suggested that organizational pride contains intrinsic motivation that can help employees to enhance their OCBE.

Originality/value

This research suggests that organizational pride and POS are important factors which influence the relationship between CSR and OCBE. Further, it also empirically tests this model in a developing country context.

Details

South Asian Journal of Business Studies, vol. 8 no. 3
Type: Research Article
ISSN: 2398-628X

Keywords

Article
Publication date: 14 March 2017

Alka Rai, Piyali Ghosh, Ragini Chauhan and Navin Kumar Mehta

Indian banking industry is one the biggest players in the country’s service sector, with public sector banks (PSBs) occupying the major share. The purpose of this paper is to…

1893

Abstract

Purpose

Indian banking industry is one the biggest players in the country’s service sector, with public sector banks (PSBs) occupying the major share. The purpose of this paper is to develop a model linking job characteristics (JC) and work engagement, moderated by perceived organizational and supervisor support as contextual variables.

Design/methodology/approach

Data on 214 employees from 15 PSBs were used to examine this model. Analysis of data has established the moderating role of support at work in the relationship between JC and work engagement.

Findings

Findings suggest that employees who have a positive perception of organizational and supervisor support are more likely to respond positively to JC and therefore would have a higher propensity to engage with their jobs. In addition to enriched jobs, the wider organizational climate characterized by support from supervisors and organization as a whole is critical to establish a positive environment, which would lead to greater work engagement.

Originality/value

The moderating role of support at workplace on JC and work engagement has been researched very rarely in literature. This study, hence, aims at investigating whether interaction between JC and perceived organizational and supervisor support influences work engagement of employees working in Indian PSBs.

Details

International Journal of Sociology and Social Policy, vol. 37 no. 1/2
Type: Research Article
ISSN: 0144-333X

Keywords

Article
Publication date: 15 February 2024

Kleanthis K. Katsaros

By drawing on the perceived organizational support (POS) theory and the extended job demands-resources model (JD-R model), the aim of this study is to investigate the influence of…

Abstract

Purpose

By drawing on the perceived organizational support (POS) theory and the extended job demands-resources model (JD-R model), the aim of this study is to investigate the influence of different levels of organizational support during change (i.e. organizational level, supervisory level, coworker level) on firm financial performance and to explore the role of employee work engagement.

Design/methodology/approach

Data were collected during the second outbreak of the COVID-19 pandemic in two waves, approximately 2 weeks apart. A total of 291 employees in the Greek telecommunication industry completed questionnaires examining the POS during change and consequently, their supervisors evaluated their work engagement. The research model was tested with the use of structural equation modeling.

Findings

The research findings note the importance of different levels of organizational support during change; they describe how each level influences employees' work engagement as well as they confirm that employee work engagement mediates the relationship between POS during change and firm financial performance. Theoretical and practical implications of these findings are discussed.

Practical implications

The results indicate that should firms manage to influence positively employees' work engagement by providing support at all levels during change, they may boost their financial performance.

Originality/value

The research findings provide new insights into how POS and work engagement may influence firm financial performance. The originality of this study lies in the finding that employees' work engagement mediates the relationship between POS during change and firm financial performance. Further, the study was carried out in the Greek telecommunication industry during the second outbreak of the COVID-19 pandemic.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

Keywords

1 – 10 of 30