Predictors of subjective career success amongst women employees: moderating role of perceived organizational support and marital status

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Swati Agrawal ◽  
Sonali Singh
Keyword(s):  
Family Support ◽  
Organizational Support ◽  
Women Professionals ◽  
Career Success ◽  
Perceived Organizational Support ◽  
Content Type ◽  
Women Employees ◽  
The Relationship ◽  
Moderating Role

Purpose The purpose of this study is to examine the relationship between subjective career success (SCS) and proactive career behavior as well as family support, with a focus on women professionals in India. The study also investigates the moderating role of perceived organizational support and marital status on these relationships. Design/methodology/approach The sample consists of 363 women professionals working in the information technology-enabled services industry in India. The study is cross-sectional in design. Findings Findings from this study posit the positive moderating role of perceived organizational support on the relationship between proactive career behavior and SCS and on the relationship between family support and SCS. As a moderator, marital status has a positive impact on the relationship between proactive career behavior and SCS but has a negative impact on the relationship between family support and SCS. Practical implications The results from this study will help organizations understand the predictors of career success of women employees. Another practical implication is that this study establishes knowledge of perceived organizational support, a controllable organizational factor as a moderator in positively influencing the success of women’s careers. Leaders and managers can, therefore, use organizational factors to facilitate the success of women employees. Originality/value This study is perhaps the first to examine the relationship between antecedents of career success for women professionals in the context of India.

Resistance to change and turnover intention: a moderated mediation model of burnout and perceived organizational support

2020 ◽  
Vol 33 (7) ◽  
pp. 1431-1447 ◽  
Author(s):  
Shalini Srivastava ◽  
Swati Agrawal
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Resistance To Change ◽  
Cross Sectional ◽  
Content Type ◽  
Relationship Of ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of the paper is to study the turnover intention of employees during the phenomenon of resistance to change. The paper examines the mediating role of burnout in the relationship of resistance of change to turnover intention and the moderating role of perceived organizational support in this relationship.Design/methodology/approachThe empirical data of the study has been collected via cross-sectional data collection method and include responses from 410 employees. The moderation mediation analysis has been done using the SPSS macro process.FindingsThe paper finds that resistance to change is an antecedent to the turnover intention which often represents employees' voluntary turnover in the future. This relationship of resistance to change and turnover intention is explained by burnout. However, the study establishes perceived organizational support as moderator, and with high POS, strength of this relationship will be reduced.Originality/valueThis paper contributes by examining the burnout as an intervening variable in the relationship of resistance to change and turnover intention and perhaps establishes for the first time the moderating role of perceived organizational support in reducing the influence of resistance to change on turnover intention, since retaining employees is of value to the organization.

Impact of perceived organizational support and green transformational leadership on sustainable organizational performance: a SEM approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manita Kusi ◽  
Fuqiang Zhao ◽  
Dinesh Sukamani
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Current Knowledge ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Staff Level

PurposeThe study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.Design/methodology/approachThis research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.FindingsThe research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.Research limitations/implicationsAlthough the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.Originality/valueThe intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

Career commitment and subjective career success: the moderating role of career-enhancing strategies

2020 ◽  
Vol 41 (8) ◽  
pp. 1287-1305
Author(s):  
Emre Burak Ekmekcioglu ◽  
Mahmure Yelda Erdogan ◽  
Alptekin Sokmen
Keyword(s):  
Career Success ◽  
Career Commitment ◽  
Full Time ◽  
Cross Sectional ◽  
Content Type ◽  
Subjective Career Success ◽  
High Level ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this study is to test the moderating role of career-enhancing strategies (CESs) in the relationship between career commitment (CC) and subjective career success (CS).Design/methodology/approachData were collected from 217 full-time employees working for three different sectors in Ankara, Turkey. The participants were asked to respond to a self-reported survey. The hypotheses were tested using a hierarchical regression analysis.FindingsThe results indicated that CC had a significant and positive effect on subjective CS. Furthermore, the positive relationship between CC and subjective CS was stronger for employees with a high level of self-nomination and for employees with a high level of networking. However, creating career opportunities did not moderate the effects of CC on subjective CS.Research limitations/implicationsBecause this study had a cross-sectional research design, causality cannot be established among the study variables.Practical implicationsThe findings suggest a better understanding of the way CC is able to affect subjective CS through the networking and self-nomination CESs.Originality/valueThis study is original, in that no previous studies have investigated the moderating role of CESs in the relationship between CC and subjective CS.

Supportive organizational climate: a moderated mediation model of workplace bullying and employee well-being

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aamir Hayat ◽  
Leila Afshari
Keyword(s):  
Organizational Support ◽  
Workplace Bullying ◽  
Perceived Organizational Support ◽  
Well Being ◽  
Equation Modeling ◽  
Conservation Of Resources ◽  
Conservation Of Resources Theory ◽  
Content Type ◽  
Moderating Role

PurposeDrawing from conservation of resources theory, this study explores how perceived organizational support mitigates the adverse consequences of workplace bullying on employee well-being mediated through burnout.Design/methodology/approachThe data (N = 360) were collected from the hotel sector in Pakistan. Structural equation modeling (SEM) was employed to analyze the data.FindingsThe findings demonstrated that workplace bullying not only has a direct negative impact on employee well-being but it also indirectly leads to diminished employee well-being by increasing employee burnout. In addition, the findings confirmed the moderating role of perceived organizational support, revealing that perceived organizational support plays a mitigating role in linking workplace bullying to employee well-being and burnout. Employees who experience workplace bullying may compensate for the depletion of their cognitive resources if they feel supported by their organization.Practical implicationsThis study highlights the utility of managing workplace bullying to improve employee well-being and encourages human resource practitioners to develop policies that prevent workplace bullying.Originality/valueThe current research contributes to the validation of theory by examining the impact of workplace bullying on employee well-being in a cultural context with high power distance and subsequently, higher tolerance for workplace bullying. To the best of the authors' knowledge, this research is the first to investigate the moderating role of perceived organizational support on the meditated relationship between workplace bullying and employee well-being in Pakistan. Furthermore, the current study employs the conservation of resources theory to explore how employees obtain external resources such as organizational support to enhance their resource repository in handling workplace bullying.

The effects of perceived organizational support and job satisfaction on transfer of training

2015 ◽  
Vol 44 (2) ◽  
pp. 236-254 ◽  
Author(s):  
Abdul Rahim Zumrah ◽  
Stephen Boyle
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Structural Equation ◽  
Transfer Of Training ◽  
Perceived Organizational Support ◽  
Equation Modeling ◽  
Content Type ◽  
To Receive ◽  
The Relationship

Purpose – The role of perceived organizational support (POS) and job satisfaction on the effectiveness of transfer of training in the workplace has begun to receive attention among recent studies. However, there is still limited understanding of how these factors may work together to affect the transfer of training. The purpose of this paper is to address this gap by exploring the relationship between POS, job satisfaction and transfer of training. Design/methodology/approach – The data of this study have been collected from a group of employees, and their supervisors through survey. The data were analyzed using structural equation modeling. Findings – The findings reveal that job satisfaction mediates the relationship between POS and transfer of training. Originality/value – This study suggests that POS can improve employees’ job satisfaction, which in turn increase transfer of training in the workplace. The significant relationship between the factors (POS – job satisfaction – transfer of training) is an important finding that has not been empirically determined previously, particularly in the transfer of training literature. The findings show that job satisfaction plays an essential role as a mediator in the relationship between POS and transfer of training.

The moderating role of perceived organizational support on the relationship between emotional labor and job-related outcomes

2015 ◽  
Vol 53 (3) ◽  
pp. 605-624 ◽  
Author(s):  
Won-Moo Hur ◽  
Su-Jin Han ◽  
Jeong-Ju Yoo ◽  
Tae Won Moon
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Emotional Labor ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Surface Acting ◽  
Deep Acting ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to attempt to investigate how emotional labor strategies (i.e. surface acting and deep acting) affect job performance through job satisfaction. Another important objective of this study was to see whether perceived organizational support (POS) moderates the relationship between emotional labor strategies and job-related outcomes (i.e. job satisfaction and job performance). Design/methodology/approach – Structural equation modeling analysis provided support for the hypotheses from a sample of 309 South Korean department store sales employees. Findings – The results revealed that surface acting had a negative effect, whereas deep acting had a positive effect on job satisfaction. In addition, the relationship between emotional labor strategies (i.e. surface acting and deep acting) and job performance was significantly mediated by job satisfaction. Finally, POS significantly moderated the relationship between surface acting and job satisfaction, as well as the relationship between deep acting and job performance. Originality/value – The findings of this study contributed to the literature by identifying the relationship between surface and deep acting on organizational outcomes (i.e. job satisfaction and job performance), especially in a collectivist society (i.e. South Korea). In addition, this study also confirmed the important role of POS based on the norm of reciprocity between an organization and its members.

scholarly journals Empirical Study on the Relationship between Effective Following Behavior and Derived Creative Work Behavior: A Moderating Role of Perceived Organizational Support and Sustainable Leadership

2021 ◽  
Vol 13 (10) ◽  
pp. 5693
Author(s):  
Xiaoyan Wang ◽  
Liren An ◽  
Nosheena Yasir ◽  
Nasir Mahmood ◽  
Ying Gu
Keyword(s):  
Organizational Support ◽  
Perceived Organizational Support ◽  
Work Motivation ◽  
Two Dimensions ◽  
Work Behavior ◽  
Creative Work ◽  
Sustainable Leadership ◽  
The Relationship ◽  
Moderating Role

The leader of an organization and its members together constitute a binary structure of the main body of the organization and achievement of their goals. The existing literature mainly focuses on the characteristics and following behavior of members. Although the Leader-Member Exchange (LMX) theory uniquely explains the relationship between sustainable leaders and followers, it cannot as easily explain the creative work behavior of followers. This paper proposes that effective following behavior can stimulate the intrinsic motivation of followers and make this consistent with their work motivation, thereby producing creative work behavior and leading to the more effective achievement of organizational goals. Moreover, it demonstrates the internal relationships and mechanisms of action between effective following behavior and creative work behavior. Taking the two dimensions of effective following behavior as independent variables and the three dimensions of creative work behavior as dependent variables, a group of hypotheses were presented. The moderating role of the perceived organizational support and sustainable leadership in the relationship between effective following behavior and creative work behavior was demonstrated, and two groups of hypotheses were proposed. Data from 409 surveys, factor analysis, and multiple regression analysis were used to test the hypotheses. The empirical results show that in the organization the radical and incremental creative work behavior of the followers correlates positively with their active, participatory following behavior and the non-blind following behavior. The followers’ non-creative routine work behavior correlates negatively with their active participatory following behavior and has no significant correlation with the non-blind following behavior. In conclusion, sustainable leadership and perceived organizational support can therefore strengthen the relationship between actively participating in following behavior and creative work behavior and weaken the relationship between non-blind following behavior and creative work behavior.

scholarly journals The relationship between job demands and workplace incivility in an industrial company: the mediating role of emotional exhaustion and moderating role of perceived organizational support

2021 ◽  
Author(s):  
T Rahimi Pordanjani ◽  
A Ghorbanian
Keyword(s):  
Emotional Exhaustion ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Job Demands ◽  
Workplace Incivility ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role ◽  
Industrial Company

Introduction: workplace incivility is one of the subtle forms of interpersonal and organizational abuse. The purpose of the present study was to investigate the causal relationship between job demands and workplace incivility with the mediating role of emotional exhaustion and the moderating role of perceived organizational support in an industrial company employee. Materials and Methods: In this descriptive correlational study, the statistical population was all employees of Bojnourd Cement Company, and 321 workers were selected according to the Cochran formula and by a simple random sampling method. The research data were collected using the Cortina et al. (2001) workplace incivility questionnaires, Jong et al. (1993) job demands, Maslach's emotional exhaustion (1981), and Eisenberger et al. (1986) perceived organizational support. SPSS and AMOS 23 software were used for data analysis. Results: The results showed that the proposed model has a good fit. Job demands have a direct and indirect effect through emotional exhaustion on workplace incivility (p> 0.0001). The results also showed that the interaction of job demands and perceived organizational support, beyond the effects of the main variables, produced 1.5% added monopoly variance (R2Δ = 0.015, FΔ = 49.50, P <0.05) for the model. Conclusion: The results showed the importance of organizational support as a moderator and emotional exhaustion as a mediator between the relationship between job demands and workplace incivility. Therefore, organizations can reduce emotional exhaustion and workplace incivility by reducing their job demands. Supportive programs are also suggested to reduce the impact of job demands on workplace incivility.

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