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1 – 10 of over 16000Bi‐Fen Hsu, Wan‐Yu Chen, Mei‐Ling Wang and Yen‐Yu Lin
Previous studies of manufacturing management have ignored a critical theme: the relationship between supervisory support and work‐family conflict. This paper aims to explore the…
Abstract
Purpose
Previous studies of manufacturing management have ignored a critical theme: the relationship between supervisory support and work‐family conflict. This paper aims to explore the link between interpersonal relationships, guanxi, leader‐member exchange (LMX) theory, emotional intelligence (EI), supervisory support, and work‐family conflict.
Design/methodology/approach
The unit of analysis of this research is the dyad; the paper gathered 244 valid questionnaires from workers in traditional industries in Taiwan and China. Multiple regression analyses were used to analyze the data and to test the hypotheses.
Findings
The paper finds that supervisory support for work‐family conflict has faded in traditional industries. And, it finds that leaders with a higher level of LMX and expressive ties to their subordinates tend to offer a higher level of supervisory support, but that leaders with higher level of instrumental ties to their subordinates tend to offer lower levels of support. Finally, the survey results also show that a leader's level of EI is not related to supervisory support.
Originality/value
The research combines Western concepts of relationships with the Eastern concept of guanxi with the goal of clarifying the transfer of management concepts and exploring the explanatory power of guanxi in Chinese society. Although the empirical results of this study do not totally agree with expectations, they treat the benefits of supervisors' EI for organizations from a new point of view.
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Vishwanath V. Baba, Louise Tourigny, Xiaoyun Wang, Terri Lituchy and Silvia Inés Monserrat
The purpose of this paper is to investigate the effect of job demand, job control, and supervisory support on stress among nurses in China, Japan, Argentina, and the Caribbean…
Abstract
Purpose
The purpose of this paper is to investigate the effect of job demand, job control, and supervisory support on stress among nurses in China, Japan, Argentina, and the Caribbean using the Job demand‐control (JDC) and the Job demand‐control‐support (JDCS) models.
Design/methodology/approach
The authors have employed a comparative research design, cross‐sectional survey methodology with convenient random sampling, and a commonly used statistical analytic strategy.
Findings
The results highlight that job demand, job control, and supervisory support are important variables in understanding stress among nurses. This has been corroborated in China, Japan, Argentina, and the Caribbean. Based on their findings and what is available in the literature, the authors report that the JDCS model has universal significance albeit it works somewhat differently in different contexts.
Originality/value
This study's contribution comes from its comparative nature, theoretical anchor, its use of one of the most popular models of stress, its focus on a profession that is demonstrably stressed, its use of common measures and an established analytic strategy. The study's findings underscore the cross‐cultural usefulness and application of the JDCS model along with its threshold and substitution effects and limiting conditions.
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Haris Aslam, Muhammad Umer Azeem, Sami Ullah Bajwa, Asher Ramish and Amer Saeed
Drawing on the “substitute for leadership” theory, this study investigates the mediating role of employee attitude between supervisory support and employee’s organisational…
Abstract
Purpose
Drawing on the “substitute for leadership” theory, this study investigates the mediating role of employee attitude between supervisory support and employee’s organisational citizenship behaviour for the environment. It also explicates the role of environmental management practices, as substitute for supervisory support in this relationship.
Design/methodology/approach
Time-lagged data (n = 235) were collected from middle- and upper-level management employees working in manufacturing and service sector organisations in Pakistan. Hypotheses were tested using structural equation modelling and regression analysis.
Findings
The findings reveal that supervisory support enhances employee attitudes towards pro-environmental behaviour, which in turn increases employees’ tendency to involve in organisational citizenship behaviour for the environment. However, the formal environmental management practices of the organisation serve as a substitute for the supervisory support because, if such formal practices are followed, the role of supervisory support becomes less significant.
Originality/value
This study is the maiden attempt to apply the “substitute for leadership” theory to the study of organisation citizenship behaviour for the environment. Moreover, it adds to the largely overlooked dimension of the research area concerning the inter-relationships between employees’, supervisory and organisational level antecedents of organisational citizenship behaviour for the environment.
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Ali H. Muhammad and H. I. Hamdy
This study examines the relationships among those who have experienced burnout, supervisory support and work outcomes (job satisfaction, organizational commitment, and intension…
Abstract
This study examines the relationships among those who have experienced burnout, supervisory support and work outcomes (job satisfaction, organizational commitment, and intension to leave) within the framework of the Arabic culture. Supervisory support is proposed to moderate the relationships between experienced burnout and work outcomes. Data from 308 Arab employees from 7 Kuwait business organizations indicate that: (1) experienced burnout is negatively related to job satisfaction, and organizational commitment, (2) experienced burnout is positively related to intention to leave and, (3) supervisory support moderate the relationships between experienced burnout and work outcomes.
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Mohit Yadav and Santosh Rangnekar
The purpose of this paper is to investigate the role of participation in decision making (PDM) and job satisfaction (JS) in supervisory support and the organizational citizenship…
Abstract
Purpose
The purpose of this paper is to investigate the role of participation in decision making (PDM) and job satisfaction (JS) in supervisory support and the organizational citizenship behavior (OCB) relationship.
Design/methodology/approach
Two models with PDM and JS as mediators were tested on the supervisory support-OCB relationship. A sample of 198 Indian business executives was collected exclusively through management development programs (MDPs). To test the hypotheses in this research, correlation and regression analysis were both used. Furthermore, to test the mediation level, Baron and Kenny’s (1986) method was deployed.
Findings
All variables in the study were found to be significantly related to each other. Both models were supported by the findings, suggesting that supervisory support promotes both PDM and JS. This, in turn, increases OCB in employees. PDM was found to be the better mediator within the relationship. Implications of these results are also discussed.
Research limitations/implications
Self-reported responses could give biased results; peers should also have been included in the data gathering. Variables in the study cannot be analyzed in isolation. Hence control variables need to be included to arrive at more accurate and informative results.
Practical implications
The findings contribute to better understanding of the supervisory support/OCB relationship, and the ways of improving this through PDM and JS. As an outcome of this research, organizations should aim to support, empower and involve their employees. Satisfying their needs will lead to them becoming more effective citizens within the organization. Businesses can harness the potential of OCB in employees by giving them a “voice” in decision making and by encouraging them to share ideas.
Originality/value
The use of PDM and JS in this relationship is unprecedented. The establishment of PDM as a better mediator of the relationship is also unique. The study draws its strength from a multi-organizational sample and the use of MDPs to provide unbiased responses. Since the study is based on an Indian sample, it also adds to the growing literature of OCB from non-western economies.
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Solveig Cornér, Kirsi Pyhältö, Jouni Peltonen and Søren S.E. Bengtsen
This paper aims to explore the support experiences of 381 PhD students within the humanities and social sciences from three research-intensive universities in Denmark (n = 145…
Abstract
Purpose
This paper aims to explore the support experiences of 381 PhD students within the humanities and social sciences from three research-intensive universities in Denmark (n = 145) and Finland (n = 236). The study investigates the cross-cultural variation in the researcher community support and supervisory support experiences, factors associated with their support experienced and the perceived support fit.
Design/methodology/approach
The study used a mixed methods design, both quantitative analyses and qualitative analyses (open-ended descriptions) were used.
Findings
The results showed that students in both Danish and Finnish programs emphasized researcher community support over supervisory support. The Danish students, however, reported slightly higher levels of researcher community support and experienced lower levels of friction than their Finnish counter partners. The results also indicated that the only form of support in which the students expressed more matched support than mismatched support was informational support.
Practical implications
The results imply investing in a stronger integration of PhD students into the research community is beneficial for the students’ progress. Building network-based and collaborative learning activities that enhance both instrumental and emotional support and a collective form of supervision could be further developed. The possibility of Phd student integration in the scholarly community is likely to lead to more efficient use of finacial and intellectual resources in academia and society more broadly.
Originality/value
This study offer a unique contribution on doctoral students’ academic and socialization experiences in terms of explicationg the sources of support, support forms and support fit among Danish and Finnish doctoral students. Both invariants and socio-culturally embedded aspects of support experience among the students were detected.
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The purpose of this paper is to explore the relationship between “high-performance” human resource practices (HPHRP) and organizational performance, using organizational and…
Abstract
Purpose
The purpose of this paper is to explore the relationship between “high-performance” human resource practices (HPHRP) and organizational performance, using organizational and supervisors’ supports as mediating variables.
Design/methodology/approach
Using cross-sectional design, the data were obtained from 311 public university lecturers in Nigeria. The study employed partial least square structural equation modeling (PLS-SEM) in the analysis.
Findings
The results suggested that the application of HPHRP in the public universities has direct and indirect effects on organizational performance. Also, HPHRP are linked with both organizational support and supervisory support. In turn, the organizational support and supervisory support are strongly linked with organizational performance. Furthermore, both organizational support and supervisory support fully mediate the positive relationships between HPHRP and organizational performance. The mediating role of both organizational support and supervisory support revealed their significance in HPHRP-performance link particularly within the context of public universities.
Research limitations/implications
The study employed self-report in collecting data for all the major constructs.
Practical implications
The study demonstrated the importance of HPHR practices (rigorous selection processes; training and development opportunities; information and communication practices; employee involvement in decision making; job security; fair reward system; team working and career management) and how they are directly related to organizational support, supervisory support and performance of organization. Second, for the management to enhance organizational performance (particularly in public universities), the need to emphasize on appropriate and effective HRM practices capable of promoting organizational and supervisory supports is required. This will enable the creation of supportive work environment that will promote better organizational performance.
Originality/value
The study adds value by providing additional understanding of the significant role of organizational support and supervisors support in HPHRP-organizational performance link.
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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.
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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.
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Xinxin Lu and Jian-Min (James) Sun
The purpose of this paper is to validate, distinguish, and integrate the multiple mechanisms linking leader-member exchange (LMX) to employee work effort. Taking a multi-foci…
Abstract
Purpose
The purpose of this paper is to validate, distinguish, and integrate the multiple mechanisms linking leader-member exchange (LMX) to employee work effort. Taking a multi-foci perspective, the authors propose that organization-based self-esteem (OBSE), supervisory support, and organizational identification each explain unique variance in the LMX-work effort relationship.
Design/methodology/approach
The data were collected using a two-wave survey among 184 employees from a wide variety of professions, industries, and organizations. Multiple mediation tests and path analysis were conducted to examine the hypotheses.
Findings
The results suggested that when entered simultaneously, OBSE, supervisory support, and organizational identification each explained unique variance in the relationship between LMX at Time 1 and work effort at Time 2.
Research limitations/implications
The research shows that leaders stimulate employee work effort via multiple foci. The mediating mechanisms of these foci are distinct and unique. It implies that researchers need to take the multiple foci of leadership into account when studying LMX.
Originality/value
Previous studies generally treat LMX as a dyadic construct; the study is among the first to reveal the multiple foci in LMX. By simultaneously examining mechanisms of the individual-, dyad-, and collective-foci, the research substantiates the unique effect of the three mechanisms, and integrates theories in LMX research. Moreover, the research in the Chinese context further validates the effectiveness of LMX in non-western culture, and provides contextual implications.
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