Security culture and the employment relationship as drivers of employees’ security compliance

2014 ◽  
Vol 22 (5) ◽  
pp. 474-489 ◽  
Author(s):  
John D'Arcy ◽  
Gwen Greene
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Negative Relationship ◽  
Empirical Support ◽  
Employment Relationship ◽  
Content Type ◽  
Security Culture ◽  
Security Compliance ◽  
Relationship Factors

Purpose – The purpose of this paper is to examine the influence of security-related and employment relationship factors on employees’ security compliance decisions. A major challenge for organizations is encouraging employee compliance with security policies, procedures and guidelines. Specifically, we predict that security culture, job satisfaction and perceived organizational support have a positive effect on employees’ security compliance intentions. Design/methodology/approach – This study used a survey approach for data collection. Data were collected using two online surveys that were administered at separate points in time. Findings – Our results provide empirical support for security culture as a driver of employees’ security compliance in the workplace. Another finding is that an employee’s feeling of job satisfaction influences his/her security compliance intention, although this relationship appears to be contingent on the employee’s position, tenure and industry. Surprisingly, we also found a negative relationship between perceived organizational support and security compliance intention. Originality/value – Our results provide one of the few empirical validations of security culture, and we recognize its multidimensional nature as conceptualized through top management commitment to security (TMCS), security communication and computer monitoring. We also extend security compliance research by considering the influence of employment relationship factors drawn from the organizational behavior literature.

The effect of servant leadership on turnover intentions: mediating effects of perceived organizational support, job satisfaction and job embeddedness

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Job Satisfaction ◽  
Servant Leadership ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
Mediating Effect ◽  
Full Time ◽  
Mediating Effects ◽  
Content Type

Purpose The purpose of this study is to provide a theoretical foundation for the effects of servant leadership and to examine the mediating effects of perceived organizational support, job satisfaction and job embeddedness on employees turnover intentions. Design/methodology/approach Data is gathered from the responses of 115 full-time employees from a number of organizations in a metropolitan area in the southeastern United States to a questionnaire survey. Findings Servant leadership is a significant predictor of POS, job embeddedness and job satisfaction. Support is found for the mediating effect of POS and job embeddedness on the servant leadership-turnover intentions relationship. Practical implications Organizations can put steps into place to decrease turnover intentions through increasing links between individuals within the workplace and community, increasing potential sacrifices and adopting a servant leadership style of management. Originality/value This paper has an original approach as it examines the mechanisms through which servant leadership affects turnover intentions.

The effect of servant leadership, perceived organizational support, job satisfaction and job embeddedness on turnover intentions

2020 ◽  
Vol 8 (2) ◽  
pp. 177-194 ◽  
Author(s):  
Tobias M. Huning ◽  
Kevin J. Hurt ◽  
Rachel E. Frieder
Keyword(s):  
Job Satisfaction ◽  
Servant Leadership ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
Content Type ◽  
Positive Effects ◽  
Mediating Mechanisms ◽  
The Relationship

PurposeThe purpose of this study is to provide insights into the effect of servant leadership on turnover intentions. The authors investigate the mediating effects of perceived organizational support (POS), job embeddedness and job satisfaction on the relationship between servant leadership and turnover intentions. In doing so, the authors seek to make the following contributions. First, the authors seek to provide additional empirical evidence for servant leadership as an effective organizational theory. Additionally, the authors seek to establish POS, embeddedness and job satisfaction as underlying mechanisms that transmit the positive effects of servant leadership.Design/methodology/approachThe data were collected from a paper and pencil survey questionnaire provided to employees of different organizations in a metropolitan area in the southeastern United States. The sample consisted of 150 participants; complete (listwise) data were available for 115 participants.FindingsThe study shows that POS and embeddedness are mediating mechanisms through which servant leadership is related to employee turnover intentions. The authors found POS and job embeddedness to be significant mediating constructs which help explain the nature of the relationship between servant leadership and turnover intentions.Originality/valueBy investigating these constructs in the present framework, we help to provide answers to the questions of how and why servant leadership affects employee outcomes. These answers are an important step towards more fully understanding the complex ways by which followers respond to servant leadership.

Perceived organizational support on episodic volunteers' affective and behavioral outcomes: a case of the 2016 Rio Olympic Games

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Doyeon Won ◽  
Weisheng Chiu ◽  
Hyejin Bang ◽  
Gonzalo A. Bravo
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Olympic Games ◽  
Equation Modeling ◽  
Age Difference ◽  
Continuance Intention ◽  
Content Type ◽  
The Impact

PurposeThe aim of this study was to investigate the effects of perceived organizational support (POS) on the relationships between volunteer job satisfaction, attitude toward volunteering and continuance intention. Also, this study investigated the moderating role of volunteer age in the relationships between study variables.Design/methodology/approachParticipants were recruited from volunteers in the Rio 2016 Olympic Games and/or the Rio 2016 Paralympic Games (N = 4,824). Data were primarily analyzed using the partial least squares structural equation modeling (PLS-SEM) and multigroup analysis (PLS-MGA).FindingsResults of the PLS-SEM indicated that, firstly, POS had a positive and significant effect on continuance intention, attitude and job satisfaction. Moreover, the influence of job satisfaction on attitude was statistically significant. Paths from attitude and job satisfaction to continuance intention were statistically and positively significant. As a next step, PLS-MGA was conducted using basic bootstrapping to test the age difference in the research model. Significant differences were found in the paths from POS to attitude and from satisfaction to continuance intention. More specifically, the influence of POS on attitude was significantly stronger for the younger group. On the other hand, the impact of satisfaction on continuance intention was significantly stronger for the older group.Originality/valueThe large sample size of this study offered more persuasive empirical evidence on the role of POS in volunteers' perception and behavior. The findings suggest the importance of the event organizer's support for volunteer outcomes and clear communication with volunteers on their needs and wants.

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.

Mechanism between perceived organizational support and transfer of training

2018 ◽  
Vol 41 (3) ◽  
pp. 296-313 ◽  
Author(s):  
Talat Islam ◽  
Ishfaq Ahmed
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Self Efficacy ◽  
Transfer Of Training ◽  
Perceived Organizational Support ◽  
Banking Sector ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role

Purpose This study aims to investigate the mechanism between perceived organizational support and transfer of training using self-efficacy and job satisfaction as mediating variables. More specifically, self-efficacy is examined as a mediator between perceived organizational support and job satisfaction, whereas job satisfaction is examined as a mediator between perceived organizational support and transfer of training. Design/methodology/approach This quantitative study is based on data collected from 409 employees of the banking sector on a random basis. Findings Structural equation modeling analysis confirmed the mediating role of job satisfaction between perceived organizational support and transfer of training. In addition, self-efficacy was found to perform the mediating role between perceived organizational support and job satisfaction. Research limitations/implications The data for this study were collected at one point of time, and it has implications for organizations and employees. Originality/value This study highlights the emerging issue of transfer of training and gives a practical model to the organizations to strengthen their human resources. This study is perhaps the first attempt to empirically investigate the mediating role of self-efficacy and job satisfaction.

Core self-evaluations, perceived organizational support, and work-related well-being

2019 ◽  
Vol 48 (3) ◽  
pp. 659-671 ◽  
Author(s):  
Hui-Hsien Hsieh ◽  
Yung-Chuan Wang ◽  
Jie-Tsuen Huang
Keyword(s):  
Job Satisfaction ◽  
Work Environment ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Well Being ◽  
Job Burnout ◽  
Content Type ◽  
Work Related ◽  
Core Self ◽  
The Relationship

Purpose The purpose of this paper is to propose a moderated mediation model involving core self-evaluations (CSE), perceived organizational support (POS) and work-related well-being in terms of job burnout and job satisfaction. Drawing on conservation of resources theory, the authors examine the mediating effect of job burnout on the relationship between CSE and job satisfaction, while also investigating the moderating role of POS on the above effect. Design/methodology/approach Survey data were collected from a sample of 396 full-time employees from four restaurant and food service companies in Taiwan. Hierarchical regression analyses were conducted to test the hypotheses. Findings The results show that job burnout partially mediates the relationship between CSE and job satisfaction. Moreover, the results indicate that POS moderates the negative relationship between CSE and job burnout, as well as the mediated relationship between CSE and job satisfaction via job burnout. Specifically, both the CSE-job burnout relationship and the CSE-job burnout-job satisfaction relationship become stronger for employees with high POS than for those with low POS. Practical implications The results highlight the importance of raising employees’ POS by creating a supportive work environment in organizations, because it can serve as an important job resource that complements the impact of employees’ CSE on their work-related well-being. Originality/value This study contributes to the literature by suggesting that work-related well-being should be viewed as the results of interplay between personal characteristics and perceptions of the work environment, highlighting the importance of the person-environment interaction in explaining employees’ work-related well-being.

Perceived organizational support and its outcomes

2015 ◽  
Vol 38 (6) ◽  
pp. 627-639 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Muhammad Musarrat Nawaz ◽  
Ghulam Ali ◽  
Talat Islam
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Meta Analysis ◽  
Citizenship Behavior ◽  
Content Type

Purpose – Riggle et al.’s (2009) research of 20 years literature (1986-2006) is the latest available meta-analysis on perceived organizational support and outcomes. There are seven years since no work has been done to see the changes in the research and its emphasis, which is the main target of this research. This study aimed at five major outcomes: employee engagement, job satisfaction, organizational commitment, organizational citizenship behavior and turnover intentions. Design/methodology/approach – Hundred and twelve studies were included in meta-analysis containing at least one of the outcomes. Riggle et al. included 167 studies in their investigation from 1986 to 2006. This study adds value to the work of Riggle et al. by looking at the studies conducted from January 2007 to April 2014. Findings – Findings of the study revealed that perceived organizational support had a strong positive impact on employee engagement, job satisfaction and organizational commitment, while its impact on organizational citizenship behavior and turnover intentions is moderate. Originality/value – This study adds value by offering meta-analysis of the perceived organizational support and its outcomes for latest available literature (i.e. 2007-2014).

Older workers' successful aging and intention to stay

2013 ◽  
Vol 28 (6) ◽  
pp. 645-660 ◽  
Author(s):  
Francis Cheung ◽  
Anise M.S. Wu
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Older Workers ◽  
Successful Aging ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Wide Range

PurposeBased on organizational support theory, the aim of this paper is to examine the associations among perceived organizational support, successful aging in the workplace, job satisfaction, and the intentions to stay in organization among older workers.Design/methodology/approachIn total, 242 employees, aged over 45 years, were recruited to participate in a study from May to September 2009.FindingsCorrelation showed that perceived organizational support and all five dimensions of successful aging in the workplace, (i.e. adaptability and health, positive relationship, occupational growth, personal security, and continued focus on goals), were significantly related to the intentions to stay in the organization. Structural equation modeling showed that perceived organizational support was positively related to successful aging in the workplace, and the latter is related to the intentions to stay, both directly and via the mediation of job satisfaction.Research limitations/implicationsAll data were self‐reported and collected at one time point. Thus, common method variance may be an issue and causal inferences are not warranted.Practical implicationsSuccessful aging in the workplace was significantly related to older workers' intentions to stay. Managers may provide a wide range of organizational support and enhance successful aging in the workplace for older workers.Originality/valueThis is the first study to empirically test the relations between successful aging in the workplace and intentions to stay among older workers. Implications of these findings, the limitations of the study, and directions for future research are discussed.

Work connectivity behavior after-hours and job satisfaction: examining the moderating effects of psychological entitlement and perceived organizational support

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ken Cheng ◽  
Xing Cao ◽  
Limin Guo ◽  
Qing Xia
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Hierarchical Regression ◽  
Full Time ◽  
Moderating Effects ◽  
Content Type ◽  
Psychological Entitlement ◽  
Simple Slope ◽  
After Hours

PurposeThis study aims to examine the moderating effects of psychological entitlement and perceived organizational support (POS) on the relationship between work connectivity behavior after-hours (WCBA) and job satisfaction.Design/methodology/approachData were collected from 217 full-time employees of an Internet company in China at two points in time separated by about one month. Hierarchical regression and simple slope analyses were conducted to test hypotheses.FindingsThe results showed that WCBA was negatively related to job satisfaction and that this relationship could be mitigated by POS. Moreover, psychological entitlement aggravated this relationship, and this aggravating effect was stronger when POS was at low levels.Practical implicationsManagers should avoid intervening employees' nonwork domains too much. If this is unavoidable, managers should provide adequate organizational support to help employees cope with the challenges brought by WCBA. Besides, managers need to pay close attention to highly entitled employees and take measures to modify their expectations.Originality/valueFirst, this study enriches the understanding of what WCBA is and how WCBA works by investigating the influencing mechanism of WCBA from the perspectives of effort–reward imbalance and job demands–resources. Second, by verifying the moderating effects of psychological entitlement and POS, this study provides insights into the boundaries of the WCBA–job satisfaction relationship. Third, this study contributes to the literature on psychological entitlement by identifying its one applicable condition.

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