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Article
Publication date: 11 June 2020

Samina Quratulain, Moh'D Ahmad Al-Hawari and Shaker Bani-Melhem

The purpose of this research is to examine the indirect effect of perceived organizational customer orientation on frontline employees' (FLE) innovative behaviors (via perceived…

Abstract

Purpose

The purpose of this research is to examine the indirect effect of perceived organizational customer orientation on frontline employees' (FLE) innovative behaviors (via perceived empowerment) as well as the contextual factor of supervisory fairness, which affects the strength of the indirect effect. Drawing on social exchange theory, the authors propose that FLEs' perceived organizational customer orientation positively affects their empowerment and indirectly affects innovative behaviors, and that effect is stronger in a high supervisory fairness condition.

Design/methodology/approach

Structural equation modeling of the data collected through a time-lagged survey of 184 employee–supervisor dyads provides support for the hypotheses. From the practitioners' perspective, this study highlights the mechanism through which perceived organizational customer orientation can affect the display of FLEs' innovative behaviors as well as the conditions that strengthen this process.

Findings

Perceived organizational customer orientation was positively related to employees' perceived empowerment. Empowerment was positively associated with supervisor-reported innovative behaviors. The indirect effect of perceived organizational customer orientation through employee empowerment on supervisor-reported innovative behaviors was also confirmed. Supervisory fairness significantly moderated the perceived organizational customer orientation and employee empowerment relationship. Finally, the indirect effect of customer orientation on supervisor-reported innovative behaviors through empowerment was significant for both high supervisory fairness and low supervisory fairness; however, the effect was stronger in a high fairness condition.

Practical implications

Service managers can benefit from these findings by improving the work environment characteristics.

Originality/value

This study makes an important contribution to existing research on perceived organizational customer orientation and FLEs' innovative behaviors as extant research has only examined the direct unmediated effect of customer orientation on innovative behaviors. Moreover, the authors’ moderated mediation model presents a new insight into how perceived organizational customer orientation influences FLEs' innovative behaviors and when this effect is more pronounced.

Details

European Journal of Innovation Management, vol. 24 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 7 September 2020

Madhurima Mishra and Koustab Ghosh

Drawing on self-determination theory and organizational support theory, the present study explored how two styles of supervisor monitoring, namely, interactional and…

Abstract

Purpose

Drawing on self-determination theory and organizational support theory, the present study explored how two styles of supervisor monitoring, namely, interactional and observational, differently impact job satisfaction and affective organizational commitment of subordinates. In addition, the mediating roles of psychological need satisfaction from the supervisor and perceived supervisory support were also investigated.

Design/methodology/approach

Responses were collected from 183 full-time employees through a web-based survey, and data were analyzed using partial least squares structural equation modeling (PLS-SEM).

Findings

Results indicate that interactional monitoring positively influences psychological need satisfaction from the supervisor and perceived supervisory support, while observational monitoring negatively influences psychological need satisfaction from the supervisor and perceived supervisory support. Psychological need satisfaction from the supervisor fully mediates the relationship between interactional monitoring and affective organizational commitment, while perceptions of supervisory support partially mediate the relationship between the two monitoring styles and job satisfaction.

Research limitations/implications

The findings of the study need to be interpreted with caution as causality could not be inferred due to the cross-sectional nature of the study.

Practical implications

Supervisors are advised to adopt an interactional style of monitoring, as it favorably influences the work attitudes of subordinates.

Originality/value

The present study is one of the few works that have examined the differential impact of supervisor monitoring styles on subordinates' work outcomes.

Details

Leadership & Organization Development Journal, vol. 41 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 25 August 2021

Elodie Arnéguy, Marc Ohana and Florence Stinglhamber

Although justice perceptions have been proven to be a critical determinant of readiness for change (RFC), research is still needed to investigate which source(s) of justice…

Abstract

Purpose

Although justice perceptions have been proven to be a critical determinant of readiness for change (RFC), research is still needed to investigate which source(s) of justice fosters employee's preparedness to face change within his/her organization. The aim of this study is to examine the simultaneous influence of three sources of justice, namely the organization, the supervisor and the coworkers, on RFC through perceived organizational support, perceived supervisor support and perceived coworker support, respectively.

Design/methodology/approach

Three different sets of data were collected from employees in the United States and in Europe. Path analyses were performed to test the hypotheses.

Findings

The results indicated that perceived organizational support mediates the relationship between organizational justice and RFC. Conversely, however, the effect of supervisory justice and coworkers justice on RFC was not mediated by perceived supervisor support and perceived coworker support.

Originality/value

This study is the first to examine the simultaneous influence of organizational, supervisory and coworkers justice on RFC. In doing so, it highlights the need to consider justice stemming from the organization as a priority when considering implementing an organizational change, as opposed to justice emanating from the supervisor and coworkers. In addition, this study responds to long-standing calls for the simultaneous examination of multiple sources of justice and the exploration of the largely neglected role of justice stemming from coworkers.

Details

Employee Relations: The International Journal, vol. 44 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 23 September 2021

Samuel T. Opoku, Bettye A. Apenteng and Kwabena G. Boakye

This paper aims to explore the mediating effect of organizational support for innovation and moderating impact of supervisory support on how rewards shape employee creativity…

Abstract

Purpose

This paper aims to explore the mediating effect of organizational support for innovation and moderating impact of supervisory support on how rewards shape employee creativity among rural healthcare employees, a group with few resources and considerable expectations.

Design/methodology/approach

Using a regression-based moderated path analysis, the authors tested the hypotheses with healthcare employee survey data from a large Southern rural hospital in the USA.

Findings

The empirical results suggest organizational support for innovation mediates the influence of rewards on employee creativity. In addition, the indirect effect of rewards on employee creativity via organizational support for innovation is moderated by supervisory support, such that the indirect effect is more pronounced at high levels of supervisory support than at low levels of supervisory support.

Originality/value

This study contributes to the organizational support and creativity literature by exploring the indirect relations of rewards on employee creativity through organizational support for innovation, and the moderating role of supervisory support in such relations.

Article
Publication date: 5 September 2016

Wanny Oentoro, Patchara Popaitoon and Ananchai Kongchan

The purpose of this paper is to investigate the moderating effect of personality traits (i.e. extraversion and emotional stability) toward the relationship between perceived…

1099

Abstract

Purpose

The purpose of this paper is to investigate the moderating effect of personality traits (i.e. extraversion and emotional stability) toward the relationship between perceived supervisory support (PSS) and employees’ service recovery performance (SRP) in call centers.

Design/methodology/approach

Self-administered questionnaires were distributed to call center in service organizations located in Thailand. Moderated regression analysis and the follow-up analyses were employed to test hypotheses.

Findings

The findings reveal that emotional stability moderates the relationship between PSS and employees’ SRP. Unexpectedly, no evidence was found that extraversion moderates the service performance relationship.

Research limitations/implications

The limitations include generalizability and the neglect of other personality traits that could influence SRP. Future research could validate the study in different countries and examine the moderating roles of other personality traits in the SRP model.

Practical implications

This study provides insights for people management managers that SRP of employees with high emotional stability could be enhanced and diminished corresponding to the level of supervisory support. Therefore, attention should be paid to this particular group of call centers for their contribution that could be maximized if they received high support from supervisors.

Originality/value

Previously, little attention has been given to understand the role of personality traits on SRP. In doing so, this research contributes to the literature by investigating the moderating roles of emotional stability and extraversion on employees’ SRP.

Details

Asia-Pacific Journal of Business Administration, vol. 8 no. 3
Type: Research Article
ISSN: 1757-4323

Keywords

Article
Publication date: 24 July 2023

Muhammad Usman, Qaiser Mehmood, Usman Ghani and Zulqurnain Ali

This study aims to examine how positive supervisory support plays a role in attenuating employees’ knowledge-hiding behavior via the underlying mechanism of psychological…

Abstract

Purpose

This study aims to examine how positive supervisory support plays a role in attenuating employees’ knowledge-hiding behavior via the underlying mechanism of psychological ownership and workplace thriving. Integrating the social information processing perspective and conservation of resource theory, this study suggests that due to the mediating role of employee psychological ownership and workplace thriving, positive supervisor support may negatively affect knowledge-hiding behavior.

Design/methodology/approach

Hypotheses were tested with multiwave three-round survey data collected among 432 individuals in various Pakistani hotels.

Findings

This study found that supervisory support attenuated knowledge-hiding behavior by enhancing psychological ownership and workplace thriving serially. As expected, the supportive conduct of the supervisor positively influenced psychological ownership which, in turn, helped workplace thriving and eventually influenced employees’ knowledge hiding.

Originality/value

This study contributes to the extant body of knowledge on knowledge hiding by highlighting a significant antecedent that supervisory support may be instrumental in discouraging knowledge hiding. Furthermore, this study detailed an underlying serial mediating mechanism in the shape of psychological ownership and workplace thriving that connects supervisory support with reduced knowledge hiding.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 3 August 2015

Mohamed A. Nassar and Michel Zaitouni

This paper aims to examine the relationships between perceptions of organisational justice, perceived competence of supervisor and perceived supervisory support (PSS) in hotel…

1141

Abstract

Purpose

This paper aims to examine the relationships between perceptions of organisational justice, perceived competence of supervisor and perceived supervisory support (PSS) in hotel employees in Egypt.

Design/methodology/approach

Employees who worked in chain hotels in two cities completed questionnaires on each dimension. Principal component analysis and hierarchical regression analysis were used to evaluate relationships among the dimensions to test the hypothesis that PSS mediates the relationship between perceived organisational justice and perceived competence of supervisor.

Findings

Measures of organisational justice, perceived competence of supervisor and PSS were all positively related to one another. PSS partially mediated the relationship between organisational justice and perceived competence of supervisor.

Research limitations/implications

Results indicate that employees who perceive their managers to be supportive and their organisations to be fair and just also believe that their supervisors are more competent. However, these results are only a cross-sectional snapshot, and future studies could examine how employee attitudes change over time and what factors contribute most to establishing perceptions of managerial competence and trust in the organisation.

Practical implications

The findings suggest that organisations should develop policies that allow managers to foster supportive and transparent relationships with employees to establish confidence between employee and both manager and organisation.

Originality/value

This study is the first of its kind to evaluate the mediating effects of PSS on organisational justice and perceived competence of supervisor in Egypt and in the hospitality industry.

Details

International Journal of Culture, Tourism and Hospitality Research, vol. 9 no. 3
Type: Research Article
ISSN: 1750-6182

Keywords

Article
Publication date: 19 April 2023

Muhammad Mohtsham Saeed, Tafara Chipamaunga and Wanniwat Pansuwong

This study aims to highlight the moderating role of perceived organizational, supervisory and coworker’s support in weakening the negative relationship between fear of pandemic…

Abstract

Purpose

This study aims to highlight the moderating role of perceived organizational, supervisory and coworker’s support in weakening the negative relationship between fear of pandemic (FOP) and employee’s engagement in the Asian organizations. Furthermore, this study also aims to explore the role of employees’ engagement as an intervening mechanism, which mediates the relationship between FOP and employee’s performance in an Asian postpandemic context.

Design/methodology/approach

Based on extensive review of recent literature and sound theoretical reasoning, the authors have developed a comprehensive conceptual framework (with related theoretical propositions) which provides clear guidelines as to how Asian Business Managers/organizations can minimize the adverse effect of the employee’s fear triggered by the pandemic at the workplace and how provision of effective and timely organizational/interpersonal support (i.e. organizational, managerial and coworkers level support) can help Asian Managers address various workplace challenges created by the pandemic moving forward. This study has further validated the proposed conceptual framework and related theoretical propositions by conducting an in-depth bibliometric analysis and by developing clusters of the co-occurrences based on most recent/ relevant literature published in the area.

Findings

This study advances the knowledge in the areas of FOP and organizational support in particular. A comprehensive review of the literature clearly indicates how effective organizational, supervisory and peer support mechanism can help Asian Business Managers in alleviating the negative impact of the FOP on various employee level outcomes such as employees “engagement and performance” and how it can help Asian firms in addressing the associated challenges while working in a postpandemic context. Later on, an in-depth bibliometric analysis of the literature has revealed emerging knowledge patterns in the field and has indicated several key gaps in the existing literature which further confirms the theoretical framework and the propositions related thereto.

Originality/value

Though several researchers have previously examined the fear created by COVID-19 at workplace, relatively fewer researchers have tried to link it up with employees’ level of involvement/ engagement at workplace. Even fewer researchers have tried to examine the vital role that organizational, managerial and peers support can play in minimizing the adverse effects created by pandemic-induced fears for employees’ productivity and performance in an Asian workplace context. Furthermore, hardly any efforts have been made to look at this popular notion of employees’ engagement as an intervening mechanism which carries a significant potential to mediate the relationship between FOP and employees’ job performance. This study aims to bridge all these gaps by integrating the two main streams of knowledge together, i.e. Four Horsemen of Fear and Organizational Support theory. Based on strong theoretical reasoning, an in-depth review and a bibliometric analysis of the relevant literature, the authors have developed a comprehensive conceptual framework which explains how various levels of support may interact with FOP to predict different levels of employees’ engagement in a contemporary Asian workplace and how this in turn may impact employees’ job performance while at work.

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 11 October 2022

Decha Dechawatanapaisal

This study aims to examine the moderating role of perceived supervisor support at the team level on the relationships between meaningful work, job embeddedness, and turnover…

Abstract

Purpose

This study aims to examine the moderating role of perceived supervisor support at the team level on the relationships between meaningful work, job embeddedness, and turnover intention at the individual level.

Design/methodology/approach

A cross-sectional study was performed in 52 work-units from private general hospitals in Thailand. A total of 719 nurses completed a self-reported questionnaire. The hypotheses were tested through a multilevel approach.

Findings

The results indicate that job embeddedness mediates the relationship between meaningful work and intention to quit, and that perceived supervisor support at the team level reduces turnover intention by reinforcing the impact of meaningful work on job embeddedness.

Research limitations/implications

Despite a possible absence of common method variance, social desirability bias may exist due to a single-source survey data. The generalizability of the findings may be limited due to the nature of the sample, which involved only one industry.

Practical implications

Coaching supervisors on management and communication styles and providing team members with a say in concerns and expectations potentially improve how supervisors can be more supportive toward their respective team members.

Originality/value

The novelty of this study lies in its inclusion of meaningful work and a supportive constituent from team supervisors in the mediational pathway of job embeddedness-turnover model by considering a cross-level perspective.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 11 no. 3
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 1 August 2004

Mahn Hee Yoon, Jai Hyun Seo and Tae Seog Yoon

This paper examines several sources of support for contact employees in service encounters. These sources of support, including organization support, supervisory support, and…

5799

Abstract

This paper examines several sources of support for contact employees in service encounters. These sources of support, including organization support, supervisory support, and customer's participation, are proposed to affect the attitudes and behaviors of employees, and consequently affect customer's perceptions of employees' service quality. This study, which combines perceptions from customers and their contact employees, shows that three sources of support for employees contribute significantly to job satisfaction and employee service quality, while perceived organizational support and customer participation affect service effort. Also, the empirical results indicate that both employee service effort and job satisfaction play strong, central roles in determining customers' perceptions of employee service quality. They were found to be effective mediators linking employees' cognitive appraisal of various sources of support to service quality.

Details

Journal of Services Marketing, vol. 18 no. 5
Type: Research Article
ISSN: 0887-6045

Keywords

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