Readiness for change: which source of justice and support really matters?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elodie Arnéguy ◽  
Marc Ohana ◽  
Florence Stinglhamber
Keyword(s):  
Organizational Support ◽  
Perceived Organizational Support ◽  
Supervisor Support ◽  
The United States ◽  
Readiness For Change ◽  
Critical Determinant ◽  
Coworker Support ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
Simultaneous Influence

PurposeAlthough justice perceptions have been proven to be a critical determinant of readiness for change (RFC), research is still needed to investigate which source(s) of justice fosters employee's preparedness to face change within his/her organization. The aim of this study is to examine the simultaneous influence of three sources of justice, namely the organization, the supervisor and the coworkers, on RFC through perceived organizational support, perceived supervisor support and perceived coworker support, respectively.Design/methodology/approachThree different sets of data were collected from employees in the United States and in Europe. Path analyses were performed to test the hypotheses.FindingsThe results indicated that perceived organizational support mediates the relationship between organizational justice and RFC. Conversely, however, the effect of supervisory justice and coworkers justice on RFC was not mediated by perceived supervisor support and perceived coworker support.Originality/valueThis study is the first to examine the simultaneous influence of organizational, supervisory and coworkers justice on RFC. In doing so, it highlights the need to consider justice stemming from the organization as a priority when considering implementing an organizational change, as opposed to justice emanating from the supervisor and coworkers. In addition, this study responds to long-standing calls for the simultaneous examination of multiple sources of justice and the exploration of the largely neglected role of justice stemming from coworkers.

To help or not to help: antecedents of hotel employees’ organizational citizenship behavior

2018 ◽  
Vol 30 (3) ◽  
pp. 1293-1313 ◽  
Author(s):  
You-De Dai ◽  
Yu-Hsiang Hou ◽  
Kuan-Yang Chen ◽  
Wen-Long Zhuang
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Supervisor Support ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
The Relationship

Purpose Drawing on organizational support theory, this study aims to propose and test a moderated path analysis to explore the interactive effect of perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior, as well as the mediating effect of perceived organizational support. Design/methodology/approach Hypotheses are tested using two-phase survey data collected from 398 dyads of employees and their immediate supervisors from 26 (three-to-five star) hotels in Taiwan. Findings The hierarchical linear modeling results suggest that perceived organizational support mediates the relationship between perceived supervisor support and organizational citizenship behavior. These findings indicate that supervisors’ organizational embodiment positively moderates the relationship between perceived supervisor support and perceived organizational support, which, in turn, mediates the interaction between perceived supervisor support and supervisors’ organizational embodiment on organizational citizenship behavior. Research limitations/implications This is the first study to examine the moderating role of supervisors’ organizational embodiment in hospitality domain. In high or low supervisors’ organizational embodiment context, hotels are supposed to assign representative managers that could strengthen the efficiency of perceived supervisor support. Finally, employees will perceive organizational support and then lead to employee organizational citizenship behavior. Originality/value Previous research indicates that perceived organizational support positively impacts various employee outcomes. However, the antecedents and psychological mechanisms of perceived organizational support are still not well understood. This research intends to fill these gaps in the literature.

Linking supervisor support to innovation implementation behavior via commitment

2020 ◽  
Vol 35 (3) ◽  
pp. 129-141 ◽  
Author(s):  
Weiguo Yang ◽  
Qi Hao ◽  
Hongfeng Song
Keyword(s):  
Organizational Support ◽  
Affective Commitment ◽  
Supervisor Support ◽  
Causal Chain ◽  
Mediating Effect ◽  
Mediating Effects ◽  
Innovation Implementation ◽  
Coworker Support ◽  
Content Type

PurposeThe purpose of this paper is to investigate how perceived supervisor support (PSS) affects employees' innovation implementation behavior (IIB), the psychological mechanisms of this relationship, and the role of perceived coworker support (PCS).Design/methodology/approachUsing a three-phase survey, data were collected from 307 employees of a state-owned coal company located in the central region of China. The study tests the hypotheses by using hierarchical regression analyses. The mediating effects and the moderated mediating effects are further examined by using bias-corrected bootstrapping methods.FindingsAffective commitment (AC) fully mediates the positive relationship between PSS and IIB, and this mediating effect can be moderated by PCS.Practical implicationsCompanies should foster supportive supervisors and colleagues by investing in appropriate training programs. In addition, managers should emphasize the psychological changes of employees and provide more supportive feelings for them.Originality/valueThe study explicitly tests the entire causal chain implied by organizational support theory in predicting IIB. It specifies the different role of two similar support constructs (i.e. supervisor support and coworker support) in affecting employees' attitudes and behaviors.

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