How does mentoring influence protégés’ work engagement? Roles of perceived organizational support and family-like employee-organization relationship

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fang Yang ◽  
Pingqing Liu ◽  
Shuang Xu
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Northwest China ◽  
Limited Attention ◽  
Multiple Mediation ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose Drawing upon organizational support theory and family-like exchange perspective, this paper aims to investigate whether mentoring influences protégés’ work engagement, and the roles of perceived organizational support (POS) and family-like employee-organization relationship (FEOR) between mentoring and protégés’ work engagement. Design/methodology/approach Matched data were collected from 290 protégés and their mentors in two large state-owned enterprises in Northwest China. Multiple regression analyses and bootstrapping methods were used to test the hypotheses. Findings The results show that mentoring is positively related to protégés’ work engagement, and POS and FEOR play multiple mediation roles in the relationship between mentoring and protégés’ work engagement. Research limitations/implications The primary contribution of this study is exploring the impact of mentoring on protégés’ work engagement. Additionally, this study uses organizational support and family-like exchange perspective to understand how mentoring influences protégés’ work engagement. Originality/value Despite a few studies examining the effect of mentoring on protégés’ work engagement, but focusing excessively on organizational socialization and social exchange, as such, limited attention has been given to the role of emotions. This is, to the best of the authors’ knowledge, the first study to investigate the effect of emotional factors (including POS and FEOR) on the relationship between mentoring and protégés’ work engagement in Chinese organizational culture.

Fostering Creativity and Work Engagement Through Perceived Organizational Support: The Interactive Role of Stressors

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110469
Author(s):  
Aneeq Inam ◽  
Jo Ann Ho ◽  
Hina Zafar ◽  
Unaiza Khan ◽  
Adnan Ahmed Sheikh ◽  
...  
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Organizational Support ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Fostering Creativity ◽  
The Relationship

The increasing interest of organizations in innovating and surviving during stressful work environments has led scholars to ponder ways to increase employee’s creativity. The study aims to empirically examine the relationship between perceived organizational support (POS) and employee creativity through work engagement and the moderating effect of challenge and hindrance stressors. The theoretical lens of social exchange theory was used to explain the study framework. Data was collected from 324 marketing personnel of the beverage and telecom sector in Pakistan and analyzed using structural equation modeling (SEM) with AMOS. The findings revealed that the direct relationship between POS with work engagement and employee creativity and work engagement with employee creativity was significant. Interestingly, the moderator has shown a prominent effect, which illustrated that low hindrance stressors strengthened the relationship between POS and work engagement. The study contributes by enhancing the employee’s creativity by reducing stressful working environments in many ways.

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.

Mechanism between perceived organizational support and work engagement: explanatory role of self-efficacy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ibrahim Abaasi Musenze ◽  
Thomas Sifuna Mayende ◽  
Ahmed Jowalie Wampande ◽  
Joseph Kasango ◽  
Ongario Ronald Emojong
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Self Efficacy ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Explanatory Role ◽  
Content Type ◽  
Strong Positive Relationship ◽  
Education Industry ◽  
The Relationship

PurposeThe purpose of this paper is to explore the relationship between perceived organizational support (POS) and work engagement and the mediating effect of self-efficacy on the POS–work engagement relationship.Design/methodology/approachA questionnaire survey was developed and distributed to a sample of primary school teachers drawn from the education industry.FindingsAnalysis of the data supports a strong positive relationship between the extent of POS and work engagement. This study also found that self-efficacy mediated the relationship between POS and work engagement.Research limitations/implicationsThis study has important implications for managers. First, it motivates managers, by providing justification for provision of support to employees for increased engagement at work. Based on the results of this study, POS is associated with enhanced work engagement levels. Second, evidence from this study illustrates to the organization the importance of developing an environment of support to further enhance work engagement. When employees do not acknowledge and feel supported from their respective organizations, work engagement levels may be sub-optimal. This research is limited, as the data were collected at one point of time, and this has implications for employees and organizations.Originality/valueThere is increasing recognition of the importance of POS in enhanced work engagement levels. Within this context, no previous research has empirically examined the mediating effect of self-efficacy on the relationship between POS and work engagement in the setting of primary education sector.

The impact of transformational leadership on employees’ creativity

2018 ◽  
Vol 41 (1) ◽  
pp. 113-132 ◽  
Author(s):  
Taghrid S. Suifan ◽  
Ayman Bahjat Abdallah ◽  
Marwa Al Janini
Keyword(s):  
Transformational Leadership ◽  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Banking Sector ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the effect of transformational leadership on employees’ creativity in the Jordanian banking sector through the mediating effect of perceived organizational support. Design/methodology/approach The study is based on survey data collected from 369 employees working in Jordanian banks. Validity and reliability analyses were performed, and direct and indirect effects were tested using structural equation modeling. Findings The results indicate that transformational leadership positively affects some dimensions of employees’ creativity and perceived organizational support. However, perceived organizational support is found to not be significantly related to some dimensions of employees’ creativity. Additionally, the mediating effect of perceived organizational support on the relationship between transformational leadership and some dimensions of employees’ creativity is found to not be significant. Originality/value This paper is one of the first to examine the relationship between transformational leadership and employees’ creativity through perceived organizational support, especially in an Arab country and in the banking sector.

Corporate social responsibility and employees’ affective commitment

2019 ◽  
Vol 57 (1) ◽  
pp. 152-167 ◽  
Author(s):  
Khadija Bouraoui ◽  
Sonia Bensemmane ◽  
Marc Ohana ◽  
Marcello Russo
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Exchange ◽  
Social Identity Theory ◽  
Organizational Support ◽  
Affective Commitment ◽  
Multiple Mediation ◽  
Content Type ◽  
Corporate Social ◽  
The Relationship

PurposeThe purpose of this paper is to examine the relationship between corporate social responsibility (CSR) and employees’ affective commitment. Three underlying mechanisms are used to explain the relationship between CSR and commitment, namely, deontic justice, social identity theory and social exchange theory.Design/methodology/approachData were collected through survey questionnaires. The sample consisted of 161 employees who work in private and public organizations in Tunisia. Regression analysis was conducted using a multiple mediation model.FindingsThe results reveal a positive and significant relationship between CSR and employees’ affective commitment. The perception of person–organization fit, organizational identification and perceived organizational support mediates the relationship between CSR and affective commitment.Originality/valueWith regard to CSR, past studies have never deal with deontic values in analyzing work behaviors. Furthermore, most previous studies have considered a direct effect between CSR perceptions and affective commitment. This study extends the literature by conceptualizing the indirect mechanisms linking CSR to employees’ affective commitment.

Perceived Organizational Support and Career Satisfaction among Chinese Teachers: The Mediation Effects of Job Crafting and Work Engagement during COVID-19

2022 ◽  
Vol 14 (2) ◽  
pp. 623
Author(s):  
Mohamed Oubibi ◽  
Antony Fute ◽  
Weilong Xiao ◽  
Binghai Sun ◽  
Yueliang Zhou
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Career Satisfaction ◽  
Job Crafting ◽  
Multiple Mediation ◽  
Chinese Teachers ◽  
General Hypothesis ◽  
Mediation Effects ◽  
The Impact

Recently, scientific theories on career satisfaction (CS) have been promoted worldwide. Research on the subject has become more and more popular, especially during the COVID-19 pandemic. This study adds to the existing literature by investigating the impact of organizational support on career satisfaction through the mediation role of job crafting and work engagement among Chinese teachers. A diverse sample of teachers (n = 3147) was drawn from various schools in Zhejiang province (P.R. China), from June to September 2021. SPSS 26 software with PROCESS macro and JASP was used to analyze the data. The findings demonstrate that perceived organizational support (POS), job crafting (JC), and work engagement (WE) have a significant and positive relation with teachers’ career satisfaction. POS was serially associated with JC (b = 0.34, p = 0.001), CS (b = 0.40, p = 0.001), and WE (b = 0.49, p0.001). The residual direct pathways for JC → CS (b = 0.55, p = 0.001, 95% CI = [0.51, 0.60]) and for WE → CS (b = 0.47, p = 0.001, 95% CI = [0.44, 0.50]) were significant. Sequentially, JC and WE mediated the relation between POS and CS. The multiple mediation model supported our general hypothesis that JC and WE mediate the relationship between POS and CS.

Linking perceived organizational support to emotional labor

2014 ◽  
Vol 43 (6) ◽  
pp. 845-860 ◽  
Author(s):  
Sushanta Kumar Mishra
Keyword(s):  
Social Exchange ◽  
Emotional Labor ◽  
Organizational Support ◽  
Organizational Identification ◽  
Perceived Organizational Support ◽  
Mediation Effect ◽  
Surface Acting ◽  
Deep Acting ◽  
Content Type ◽  
The Relationship

Purpose – Based on two studies on different occupational groups, the purpose of this paper is to examine the relationship between perceived organizational support (POS) and different forms of emotional labor. Drawing from social identity theory, the present study extends the social exchange theory to provide an alternate explanation to the above relationships. Design/methodology/approach – The survey design following questionnaire in English language was physically administered among medical sales employees and subsequently among employees in the hospitality industry. Findings – The study found that POS is positively related to deep acting and negatively related to surface acting. The study further found that organizational identification mediates the relationship between POS and deep acting where as there was no mediation effect of organizational identification on the relationship between POS and surface acting. Research limitations/implications – The research relies on a cross-sectional design with a single source of data collected from two sources at different time periods. Practical implications – With the emergence of service economy there is an increasing emphasis on the performance of emotional labor. The present study suggests that organizations need to focus on organizational practices as employees’ perception of organizational support is related to the way they express their emotions during customer interactions. The finding of the study suggests that on what the organizations should do to motivate employees to perform expected emotional labor. Originality/value – The literature is relatively silent on the relationship between POS and different forms of emotional labor. The present study adds to the existing body of knowledge by explaining POS as an important antecedent of emotional labor. Further, the study contributes by exploring the mediation effect of organizational identification on the relationship between POS and different forms of emotional labor.

Decision-making participation eulogizes probability of behavioral output; job satisfaction, and employee performance (evidence from professionals having low and high levels of perceived organizational support)

2018 ◽  
Vol 14 (3) ◽  
pp. 321-339 ◽  
Author(s):  
Imran Ahmed Shahzad ◽  
Muhammad Farrukh ◽  
Nagina Kanwal ◽  
Ali Sakib
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Social Exchange ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Employee Performance ◽  
Well Being ◽  
Employee Perception ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to test social exchange in the presence of perception about organizational support theory. Design/methodology/approach Data have been collected through a questionnaire survey at a primary level and were analyzed primarily by smartPLS. Findings Results show that all relationships among study variables are highly responsive to the perception about organizational support. Nonmonetary rewards create reciprocity of employee performance (EP), but their magnitudes get affected where practioners need to pay specific attention on employee perception about organizational discretionary arrangements. Research limitations/implications The sample size for this study was taken only 10 percent from the top ten banking organizations and these organizations were selected from three big cities only including two provincial capitals. Purposive/judgmental sampling technique is being used for the data collection purpose. As moving out from these cities earning opportunities, langue and behaviors are different; so, the results cannot be generalized to the entire country and other industries. Practical implications All managers who are intended and assigned for the increase in overall firms’ performances can achieve their targets and goals by focusing on decision-making participation (DMP) through job satisfaction. Further to this, in order to increase the strength of exchange relationship where firms can introduce DMP to increase employees’ performance, perception about organizational support (if it is to be focused) to its workers well-being can yield and induce employees to perform more. Originality/value This study ensures researchers not to forget to check the impact of perceived organizational support during a discussion on social exchange and more specifically nonmonetary part of the exchange. This study suggests the way to increase employee outcomes is by focusing on the employee perception about the organizational care about them and involving them in DMP which does not involve any monetary benefits and ultimately managers and organizations can concentrate on these points to have the overall increase in EP, while keeping themselves in limited or available budgets/resources.

Workplace ostracism and work-to-family conflict among female employees: moderating role of perceived organisational support

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Youngkeun Choi
Keyword(s):  
Organizational Support ◽  
Family Conflict ◽  
Perceived Organizational Support ◽  
Survey Method ◽  
Content Type ◽  
Female Employee ◽  
Workplace Ostracism ◽  
Perceived Organisational Support ◽  
Female Employees ◽  
The Relationship

Purpose Based on the conservation of resources theory, this study aims to develop and test the relationship between workplace ostracism and the work-to-family conflict of a female employee. And, it assumes that the direct link between workplace ostracism and the work-to-family conflict of a female employee is moderated by perceived organizational support. Design/methodology/approach For this, this study used a survey method and multiple regression analyses with multi-source data from 226 Korean female employees. Findings The results suggest the following. First, workplace ostracism was positively associated with the work-to-family conflict of a female employee. Second, there was a stronger positive relationship between workplace ostracism and work-to-family conflict for female employees with low as opposed to those with high levels of perceived organizational support. Originality/value To the best of author’s knowledge, this study is the first one to examine the moderating effect of perceived organizational support on the relationship between workplace ostracism and the work-to-family conflict of a female employee.

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