Organizational support versus supervisor support: The impact on hospitality managers’ psychological contract and work engagement

2020 ◽  
Vol 87 ◽  
pp. 102374 ◽  
Author(s):  
Xiaolin (Crystal) Shi ◽  
Susan Gordon
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Psychological Contract ◽  
Supervisor Support ◽  
Hospitality Managers ◽  
The Impact

scholarly journals Effects of Organizational Support and Organizational Justice on Police Officers’ Work Engagement

2021 ◽  
Vol 12 ◽  
Author(s):  
Andrzej Piotrowski ◽  
Samir Rawat ◽  
Ole Boe
Keyword(s):  
Organizational Justice ◽  
Work Engagement ◽  
Organizational Support ◽  
Police Officers ◽  
Supervisor Support ◽  
Future Research ◽  
Police Departments ◽  
The Impact ◽  
Positive Effect ◽  
Practical Implications

The impact of organizational support and organizational justice on work engagement was investigated in a group of police officers. A review of the literature revealed that studies reporting differences between the influence of supervisors and coworker justice and support on work engagement among police officers are grossly insufficient. This study hypothesized that organizational support and organizational justice would positively predict work engagement among police officers. It was also hypothesized that, among police officers, supervisor support is more strongly related to work engagement than coworker support and that supervisor justice is more strongly linked to work engagement than coworker justice. Participants were 170 police officers who worked in police departments in northern Poland. A regression analysis showed that supervisor support and supervisor justice had a positive effect on police officers’ work engagement, whereby organizational support coupled with organizational justice accounted for 26% of the variability of work engagement. Theoretical and practical implications are discussed, and directions for future research are suggested.

Examining the impact of social exchange relationships on innovative work behaviour

2014 ◽  
Vol 20 (3/4) ◽  
pp. 102-120 ◽  
Author(s):  
Upasna A. Agarwal
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Knowledge Work ◽  
Work Behavior ◽  
Western India ◽  
Employee Behavior ◽  
Content Type ◽  
Innovative Work ◽  
The Impact ◽  
The Relationship

Purpose – This paper concurrently examines the antecedents, moderator as well as mediator of innovative work behavior (IWB). Design/methodology/approach – The paper reports a quantitative study of 510 managers from two service organizations based in western India. The focus of the paper is to examine the predictive ability of leader–member exchange (LMX), perceived organizational support (POS) and engagement on employees' IWB. Role of LMX as moderating variable (in POS–IWB relationship) and work engagement as the underlying mechanism explaining the relationship between predicting variables (LMX and POS) and IWB is tested. Findings – Results suggest that LMX, POS and work engagement positively relate to innovative employee behavior; LMX moderates the relationship between POS and innovative employee behavior. Additionally, work engagement mediates the relationship of LMX and POS with IWB. Research limitations/implications – Although this study is cross-sectional in nature, its findings have implications for contemporary leadership and organizational psychology research. Originality/value – This study significantly contributes to four different bodies of knowledge–work engagement, LMX, POS and IWB. The study also contributes in terms of its context. With increasing multinational opening their business in India, an understanding of employee motivation has become an important concern. This research is one of the rare attempts to examine engagement levels of Indian managerial employees.

scholarly journals The Role of Work Engagement in Moderating the Impact of Job Characteristics, Perceived Organizational Support, and Self-Efficacy on Job Satisfaction

2019 ◽  
Vol 3 (1) ◽  
pp. 15
Author(s):  
Adhe Rachman Sulistyo ◽  
Suhartini Suhartini
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Organizational Support ◽  
Self Efficacy ◽  
Perceived Organizational Support ◽  
Job Characteristics ◽  
Organizational Goals ◽  
Educational Personnel ◽  
Art And Culture ◽  
The Impact

This research is aimed at figuring out the extent to which job characteristics, perceived organizational support and self-efficacy affect job satisfaction with work engagement serving as an intervening variable. The respondents of this research were 101 employees of the Centre for the Development and Empowerment of Educators and Educational Personnel (P4TK) of Art and Culture of Yogyakarta. The data were collected using questionnaires. The data were analyzed quantitatively and qualitatively. The quantitative analysis techniques used in this research were t-test, F-test, multiple regression analysis and path analysis. The research yielded some results. Firstly,  job characteristics and self-efficacy had a significant effect on work engagement and perceived organizational support did not have any significant effect on work engagement, but together it had a significant effect on work engagement. Secondly, job characteristics and perceived organizational support had a significant effect on job satisfaction, and self-efficacy did not have any significant effect on job satisfaction, but together it had a significant effect on job satisfaction. Thirdly, work engagement had a significant effect on job satisfaction. Fourthly, job characteristics and perceived organizational support had a greater effect on job satisfaction directly, and self-efficacy had a greater effect on job satisfaction indirectly through work engagement. The results of this research can be used as a reference for P4TK to improve employees' job satisfaction, and ultimately, support the achievement of organizational goals.

scholarly journals The Effect of Organizational Support, Transformational Leadership, Personnel Empowerment, Work Engagement, Performance and Demographical Variables on the Factors of Psychological Capital

2014 ◽  
Vol 3 (3) ◽  
pp. 1-17 ◽  
Author(s):  
Didem Rodoplu Şahin ◽  
Duygu Çubuk ◽  
Tuna Uslu
Keyword(s):  
Transformational Leadership ◽  
Survey Data ◽  
Work Engagement ◽  
Organizational Support ◽  
Psychological Capital ◽  
Organizational Factors ◽  
Individual Performance ◽  
The Impact

The relation with the work and the role of managers and organizational factors are effective on psychological capital and individual performance of employees. This article investigates the impact of the work engagement, performanmce, empowerment, organizational support and transformational leadership on psychological capital using survey data.

scholarly journals Holistic Work Engagement pada Tenaga Kesehatan di Kota Jakarta Barat: Pengaruh Digital Quotient, Authentic Leadership, dan Perceived Organizational Support selama Covid-19

2021 ◽  
Vol 2 (4) ◽  
pp. 255-278
Author(s):  
Adellia Anggun Trisnawati ◽  
◽  
Kerin Sianto ◽  
Lady Aldli Seansyah ◽  
Nopriadi Saputra ◽  
...  
Keyword(s):  
Health Care ◽  
Work Engagement ◽  
Health Care Workers ◽  
Organizational Support ◽  
Authentic Leadership ◽  
Perceived Organizational Support ◽  
Primary Data ◽  
Care Workers ◽  
Study Results ◽  
The Impact

Abstract Purpose: This study aimed to determine the impact of digital quotient, authentic leadership, and perceived organizational support on work engagement of employees who work in the health industry during this COVID-19 in West Jakarta. Research methodology: The methods in this research were quantitative and survey. We obtained primary data through the questionnaire distribution with 391 respondents of health care workers who work in West Jakarta. This study used multiple regression techniques as the data analysis technique. Results: The study results indicate that digital quotient, authentic leadership, and perceived organizational support influence work engagement. Limitations: Only digital quotient, authentic leadership, perceived organizational support, work engagement variables, and health care workers in West Jakarta were assessed in this research. Contribution: This study shows the level of work engagement, digital quotient, authentic leadership, perceived organizational support and how digital quotient, authentic leadership, and perceived organizational support affect work engagement. Employers or organizations can use this research to improve their employees' work engagement by noticing their employee's level of digital quotient and implementing authentic leadership and perceived organizational support.

Psychological contract and work outcomes during COVID-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anushree Karani ◽  
Payal Trivedi ◽  
Heena Thanki
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Work Engagement ◽  
Psychological Contract ◽  
Work Outcomes ◽  
Equation Modeling ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
Worker Support ◽  
The Impact

PurposeThe purpose of the current research is to examine the impact of psychological contract fulfillment on work outcomes i.e. organizational commitment and job satisfaction during the COVID-19 pandemic. It also aims to check the mediating role of co-worker support and work engagement on organizational outcomes.Design/methodology/approachThe current study has adopted a quantitative approach and a cross-sectional research design has been used with a snowball sampling technique. Data were collected via a structured questionnaire through Google Docs from 926 respondents working at different capacities in the service sector. The study includes those respondents who are working from home during the COVID-19 pandemic situation. The hypotheses were tested using structural equation modeling (SEM).FindingsResults indicated that psychological contract fulfillment was positively impacting work outcomes i.e. organizational commitment and job satisfaction. Co-worker support and work engagement positively mediated the relationship between psychological contract fulfillment and work outcomes during the COVID-19 pandemic situation. Multi-group analysis proved that there was a difference in opinion regarding the impact of psychological contract fulfillment on organizational commitment and job satisfaction amongst males and females.Originality/valueThe novel contribution of the study is integrating social exchange theory, organization support theory and social information processing theory during the pandemic situation. The results highlighted meticulous empirical evidence, which answers the question as to how the met expectations cause an advantageous effect on the employees as well as the organizations in this COVID-19 pandemic situation.

The moderating effect of self-efficacy and gender on work engagement for restaurant employees in the United States

2017 ◽  
Vol 29 (1) ◽  
pp. 624-642 ◽  
Author(s):  
Juan Liu ◽  
Seonghee Cho ◽  
Eka Diraksa Putra
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Self Efficacy ◽  
Intent To Leave ◽  
The United States ◽  
Moderating Effect ◽  
Content Type ◽  
Restaurant Employees ◽  
And Gender ◽  
The Impact

Purpose The purpose of the study was to examine the moderating effect of self-efficacy and gender on work engagement. Design/methodology/approach The survey study was conducted on 149 restaurant employees, and multiple regression analyses were used to analyze the data. Findings Self-efficacy significantly moderated the impact of perceived organizational support on work engagement, but the moderating effect of self-efficacy was only significant for women with low self-efficacy. Self-efficacy did not moderate the impact of work engagement on intent to leave. Practical implications The results of the study provide suggestions for managing men and women with different levels of self-efficacy in the hospitality workplace. Originality/value The focus of previous studies on work engagement has primarily been on its antecedents and outcomes, but little is known about individual differences in the relationship between work engagement and its antecedents/outcomes. This is the first study investigating self-efficacy and gender as moderators of work engagement in the hospitality industry.

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