Search results

Of the various factors directly or indirectly influencing transfer of training, supervisor support as a work environment variable is found to have diverse relationships with transfer, further complicated with the perspective of time. The purpose of this paper is to bring together findings from past research to have a better insight on the impact of supervisor support on training transfer.

A qualitative approach has been adopted to review existing research on the selected constructs.

Literature reveals divergent influences of supervisor support on transfer: some researchers have established a direct-indirect relationship, some opine a positive-negative relationship and few show mixed results. Usually the relation is found to be indirect when trainee characteristics have been used as mediators. The authors may infer that the influence of supervisor support on transfer is contextual and nothing can be said affirmatively on their relation.

Supervisors can harness trainee characteristics by enhancing their motivation to learn and motivation to transfer. They can familiarize trainees with the programme, discuss how to apply newly learnt skills to jobs, set goals and provide timely feedback. Trainers should train supervisors about how to support trainees before, during and after training. Overall, organizations must structure the role of supervisors in a way that would ensure maximized training transfer and effective management of a training programme.

This study provides a better understanding of the association between supervisor support and training transfer, taking into consideration all dimensions, namely positive or negative, direct or indirect and even mixed.

Social exchange and social learning theories are widely used in many disciplines, but there is little research on the relationships between supervisor support and job performance in a developing context. Therefore this study aims to examine the links between supervisor support and job performance with the mediating role of psychological factors; empowerment and self-confidence.

Data for this study were collected from 364 employees working at Pakistan Telecommunication Company Limited. Partial least square structural equation modeling was used for the analysis.

The results revealed that supervisor support stimulates job performance. Empowerment and self-confidence both partially mediate the relationships between supervisor support and job performance.

This study adds to the current body of literature by providing insight into the influence of perceived supervisor support on job performance through the mediating role of psychological factors.

To the best of the authors’ knowledge, this is one of the very few studies exploring the relationships between supervisor support and job performance in developing contexts, particularly focusing on the mediating mechanisms of empowerment and self-confidence.

This study explores the impact of transformational leadership on work engagement within remote work settings. More specifically, we investigate whether supervisor’s perceived digital communication skills moderate the relationship between perceived supervisor support and work engagement.

Moderated mediation model has been tested using a sample of 410 consultants in Italy who worked within a fully remote work setting during Covid-19 pandemic.

Drawing on construal level theory and social presence theory, our study provides insights into the dynamics of leadership and work engagement in remote work settings. We demonstrate that, despite the challenges posed by physical distance, transformational leaders can effectively stimulate the work engagement of remote collaborators. Moreover, our findings suggest that the perceived digital communication skills of supervisors play a crucial role in moderating the relationship between perceived supervisor support and work engagement. This underscores the importance of supervisors' adept use of digital tools in conveying psychological presence and fostering employee engagement in remote work environments.

Our study highlights the importance of developing supervisors' digital communication skills to support and stimulate employee engagement in remote work settings.

This study contributes to the literature by providing one of the first empirical tests of the relationship between transformational leadership, perceived supervisor support, supervisor’s digital communication skills and work engagement within a remote work setting. By challenging prior assumptions and offering novel insights, our research enhances understanding of leadership dynamics and provides practical guidance for organizations navigating the challenges of remote work.

Purpose – Past literature suggests that the performance and turnover of the subordinate are affected by the support, abuse, and feedback provided by the supervisor. In this study, we posit that support, abuse, and feedback in an accounting firm, are in turn, affected by the supervisor's personality, as defined by the Big Five personality factors.

Methodology/approach – We conducted a web-based study with 115 accountants from a top 100 US accounting firm. The accountants completed questionnaires related to the personality of their supervisors along with questionnaires related to the support, abuse, and feedback they received from their supervisors. We analyzed the data using factor analysis and multiple regression.

Findings – We hypothesize that Openness and Agreeableness increase support; Neuroticism increases abuse, but less so if the supervisor is an Extravert; and Extraversion and Conscientiousness increase feedback. Among the hypothesized relationships, all are supported except the relationship between Openness and support. Additional findings are that Extraversion and Conscientiousness increase support; Agreeableness and Conscientiousness decrease abuse; and Agreeableness increases feedback.

Research implications – Our study contributes to the literature by demonstrating the relationship between the personality traits of supervisors and their behavior toward subordinates in an accounting setting. The results of our study can be used in identifying the supervisors who have the right personality for the position, which will likely improve the work environment and reduce turnover.

Hospitals within the United States consistently have injury rates that are over twice the national employee injury rate. Hospital safety studies typically investigate care providers rather than support service employees. Compounding the lack of evidence for this understudied population is the scant evidence that is available to examine the relationship of support service employees’ perceptions of safety and work-related injuries. To examine this phenomenon, the purpose of this study was to investigate support service employees’ perceptions of safety leadership and social support as well as the relationship of safety perception to levels of reported injuries.

A nonexperimental survey was conducted with the data collected from hospital support service employees (n=1,272) and examined: (1) relationships between safety leadership (supervisor and organization) and individual and unit safety perceptions; (2) the moderating effect of social support (supervisor and coworker) on individual and unit safety perceptions; and (3) the relationship of safety perception to reported injury rates. The survey items in this study were based on the items from the AHRQ Patient Safety Culture Survey and the U.S. National Health Care Surveys.

Safety leadership (supervisor and organization) was found to be positively related to individual safety perceptions and unit safety grade as was supervisor and coworker support. Coworker support was found to positively moderate the following relationships: supervisor safety leadership and safety perceptions, supervisor safety leadership and unit safety grade, and senior management safety leadership and safety perceptions. Positive employee safety perceptions were found to have a significant relationship with lower reported injury rates.

These findings suggest that safety leadership from supervisors and senior management as well as coworker support has positive implications for support service employees’ perceptions of safety, which, in turn, are negatively related to lower odds of reporting injuries.

Drawing on job demands-resources (JD-R) theory, this study aims to develop a model of how work engagement mediates the relationship between supervisor support and affective commitment, with religiosity moderating the relationship between supervisor support and work engagement. This study further tests a moderated-mediation model exploring the relationships between supervisor support, religiosity, work engagement and affective commitment within a unique institutional context where religious values and beliefs significantly influence and shape people management practices.

Using a survey-based approach, data were collected from 367 employees from the telecommunication sector in the context of Jordan.

Supervisor support was positively related to work engagement, which positively impacts affective commitment. Work engagement mediated the relationship between supervisor support and affective commitment. In addition, religiosity amplified the relationship between supervisor support and work engagement, and the mediating effect of work engagement on the relationship between supervisor support and affective commitment.

This study contributes to JD-R theory and pertinent literature by examining the moderating role of religiosity, an important yet neglected personal resource. To the best of the authors’ knowledge, this study is the first to examine the interaction effect between religiosity and supervisor support in predicting work engagement. It is also the first to examine a moderated mediation model exploring the relationships between supervisor support, religiosity, work engagement and affective commitment.

The purpose of current study was to investigate the impact of supervisor support on Knowledge Sharing Behavior through psychological well-being, psychological ownership, and Alturism. The study also took mindfulness as first path moderator in the relation to supervisor support and psychological well-being, and psychological ownership.

Positivism research philosophy followed by the deductive approach is followed to meet the objectives of the current study. A total of 219 employees from the telecom sector were identified as the respondents of the study. A purposive sampling technique was used to collect the data through self-administrated questionnaires. Exploratory and confirmatory factor analyses were used through AMOS to generate the results and test hypotheses.

The results suggested that supervisor support significantly contributes to the achievement of the knowledge-sharing behavior of employees with the chain of mediation, i.e. psychological well-being, ownership and altruism. Similarly, the moderating role of mindfulness is significant in the relationship between supervisor support and psychological well-being.

Although a number of researchers have studied the link between supervisor support and other employees related attitudinal and behavioral outcomes, few have explored the roles of psychological ownership, well-being and altruism in the relationship of knowledge sharing behavior. This study thus posits a novel sequential mediation and moderation mechanism, based on the social exchange theory, through which supervisor support is translated into knowledge sharing behavior.

The purpose of this paper is to explore the effect of creative process engagement on employees’ in-role performance, and does so by considering the support that employees received from and given to their supervisors.

Using data from 540 questionnaires collected in China, this paper conducts a hierarchical regression analysis to test the proposed model.

Creative process engagement positively affects employees’ in-role performance. However, the moderating effect of receiving support on the above relationship is not significant. Instead, it is the interaction of receiving support from and giving it to supervisors that moderates the relationship between creative process engagement and in-role performance.

The study has some contributions to the conservation of resource (COR) theory. The authors find that acquiring new resources such as receiving support from supervisors is not always effective. The acquisition process of resources should be considered with the investment process of resources. According to the COR theory, people invest resources to gain resources and protect themselves from losing resources or to recover from resource loss (Halbesleben et al., 2014). The findings of the study show that employees investing resources is not just for gaining resources. Sometimes, they invest resources such as giving support to supervisors to remain a relatively balanced relationship.

Companies can encourage employees to place more attention on creative process engagement to improve in-role performance. In addition, when offering support to employees, managers should consider whether the employees are able to give it back in response to the received support, and distribute their support to employees accordingly.

This paper explored employee’s engagement at creative process in a more novel way and clarified the relative effect of creative process engagement on in-role performance. Also, this paper was the first to pay attention to the bidirectional nature of supervisor support.

HR practices are only effective if they are well accepted by employees. The purpose of this paper is to explore the effect of two forms of support on the acceptance of newly introduced HR practices (NHRPs): that of top managers and of supervisors. In addition, the authors analyze how these two forms of support work in conjunction with one another. The authors argue that a lack of consistency between the two impairs NHRP acceptance. The authors also explore variations in acceptance under different organizational climates.

The analysis is based on an original sample of 307 employees from nine multinational companies operating in Spain. Multilevel regression analysis is used to test the hypotheses.

The authors found that top management support, supervisor support, and innovation climate are all predictors of NHRP acceptance. The authors also found that low supervisor support reduces the effect of top management support. Finally, the authors found that innovation climate is not a substitute for management and supervisor support.

The findings suggest that top management and supervisor behavior is critical to gaining employee acceptance of NHRPs, no matter how well designed such practices are or how well they address the needs of the organization and its employees. The findings also indicate that top managers and supervisors should coordinate the introduction of NHRPs, since employees perceive support signals from these two agents not only individually but also in conjunction.

Recognizing that employee acceptance is an important determinant of the effectiveness of HR practices, the authors make a unique contribution to the literature by investigating some critical contextual enablers of acceptance.

The purpose of this paper is to amend and extend the emerging research that has utilized an employee-focused approach to examining the service recovery process. In doing so, the authors examine the influences of supervisor and coworker support for error management on two measures of employee service performance: service recovery performance and helping behaviors during service failure and recoveries. Specifically, this study examines the linear and non-linear interaction effects of supervisor and coworker support for error management on the outcome variables.

To examine the proposed relationships, the authors conducted a field study that utilized survey data from a sample of 243 restaurant employees and their immediate supervisors. Employee ratings of supervisor and coworker support for error management were matched with the data gathered for the two dependent variables (i.e. supervisory ratings of service recovery performance and helping behaviors). Structural equation modeling was used to examine the linear interaction effects on the outcome variables. To examine the non-linear interaction effects on the outcome variables the authors utilized polynomial regression and response surface modeling.

The results showed that the interaction effects of supervisor and coworker support for error management was significantly positively related to both service recovery performance and helping behaviors. In addition, an alternative analysis of the shape of the interaction effects using polynomial regression and response surface modeling showed that the moderating effects may be better conceptualized as non-linear.

These findings offer new insights about the roles and impact of various forms of support in the service recovery process. First, the current study focuses specifically on supervisor and coworker support for error management and the impact on employees’ service recovery performance and helping behaviors. Second, this research investigates the interaction effects of these two forms of support on service recovery performance and helping behaviors. Third, along with linear interaction effects, the current work examines non-linear interaction effects. These relationships examined in this study have not been tested before. Thus, the findings of this research make a unique contribution to research in service management. The findings of this study provide more prescriptive insights about the means to prevent and respond effectively to service errors.