Interactive effects of organizational identification and perceived supervisor support on employee in-role and extra-role performance

2007 ◽  
Author(s):  
Rudolf Kerschreiter ◽  
Rolf Van Dick ◽  
Dieter Frey
Keyword(s):  
Organizational Identification ◽  
Supervisor Support ◽  
Interactive Effects ◽  
Role Performance ◽  
Perceived Supervisor Support

scholarly journals Towards Sustainable Organizations: Supervisor Support, Commitment to Change and the Mediating Role of Organizational Identification

2019 ◽  
Vol 11 (3) ◽  
pp. 805 ◽  
Author(s):  
Salvatore Zappalà ◽  
Ferdinando Toscano ◽  
Simone Licciardello
Keyword(s):  
Organizational Identification ◽  
Preventive Intervention ◽  
Supervisor Support ◽  
Mediating Effect ◽  
Individual Growth ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Perceived Supervisor Support ◽  
Mediating Role

According to psychology of sustainability, healthy organizations conduct successful businesses, regenerate employees’ belongingness, and promote organizational and individual growth and change. In line with this assumption, this study investigates: a) The relation between perceived supervisor support and the affective, normative, and continuance components of commitment to change (CtC), and b) the mediating role of organizational identification on the relation between perceived supervisor support and components of CtC. Participants were 243 employees of a company that, in order to introduce a new organizational vision, was implementing multiple change initiatives. Results show the direct effect of perceived supervisor support on affective and normative CtC, the partial mediating effect of organizational identification on affective and normative CtC, and the full mediating effect on continuance CtC. Such results extend previous studies and are in line with the assumptions of the psychology of sustainability: Supervisor support can be considered as a primary preventive intervention that increases employees’ belongingness and encourages them to commit to change initiatives.

Supportive supervisor to curtail turnover intentions: do employee engagement and work–life balance play any role?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Raminderpreet Kaur ◽  
Gurpreet Randhawa
Keyword(s):  
Employee Engagement ◽  
Indirect Effects ◽  
Turnover Intentions ◽  
Supervisor Support ◽  
Work Life ◽  
Personal Life ◽  
Work Life Balance ◽  
Life Balance ◽  
Content Type ◽  
Perceived Supervisor Support

PurposeThe purpose of this paper is to investigate the role of employee engagement and work–life balance in perceived supervisor support and turnover intentions relationship.Design/methodology/approachThe perception of teachers on the constructs considered has been assessed by a survey using a structured questionnaire. Data were collected from the teachers of private schools of Punjab, India, and 375 were valid number of responses. Parallel multiple mediated regression was used to estimate the direct and indirect effects of perceived supervisor support on turnover intentions mediated through employee engagement and work–life balance.FindingsThe results reveal that the effect of perceived supervisor support on turnover intentions is indirect rather than direct. On the comparison of specific indirect effects, the results demonstrate that employee engagement and two dimensions of work–life balance (work interference with personal life and work–personal life enhancement) act as mediators in the perceived supervisor support and turnover intentions relationship.Practical implicationsSchool principals need to draft teacher-friendly policies for enhancing work–life balance and employee engagement so that teachers can feel satisfied with their work and can handle work and family demands. In this way, positive perceptions associated with high engagement and work–family balance can take place, which in turn can curtail the turnover intentions of teachers.Originality/valueThe use of employee engagement and work-life balance in the relationship of perceived supervisor support and turnover intentions is unprecedented. The study also considered three different dimensions of work–life balance and tested the model in an integrative manner. Since the study is based on an Indian sample, it also adds to growing literature on turnover intentions in nonwestern countries. The results are of great value to school managements, HR managers and policymakers who are seeking to develop practices that reduce employee turnover at workplaces.

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