Antecedents and outcomes of perceived organizational support: a literature survey approach

2015 ◽  
Vol 34 (7) ◽  
pp. 867-880 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Muhammad Musarrat Nawaz
Keyword(s):  
Employee Engagement ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Meta Analysis ◽  
Employee Attitudes ◽  
Literature Survey ◽  
Citizenship Behavior ◽  
Content Type

Purpose – Riggle et al.’s (2009) and Rhoades and Eisenberger (2002) literature surveys are the latest available studies on antecedents and outcomes of perceived organizational support (POS). Riggle et al. work considered studies on outcomes of organizational support (1986-2006), while Rhoades and Eisenberger worked on both antecedents and consequences (1986-2002). There are seven years since no work has been done on the outcomes and almost 12 years since no work has been done on the antecedents of POS. Considering the gap, the paper aims to investigate the antecedents and outcomes of POS. Design/methodology/approach – In total, 170 studies were included in meta-analysis containing at least one of the antecedent or outcomes. Riggle et al. included 167 studies, while Rhoades and Eisenberger study covered 70 studies in their literature survey studies for the period of 1986-2006. This study adds value to the work of Riggle et al., by looking at the studies conducted from January 2007 to September 2013; and Rhoades and Eisenberger by investigating the antecedents of POS from January 2003 to September 2013. Findings – Findings of the study revealed that POS is largely influenced by justice, growth opportunities, supervisor support, and coworker support. While having a profound look at the outcomes it is evident that POS significantly influence employee engagement, job satisfaction, and organizational commitment; while its impact on organizational citizenship behavior and turnover intentions is moderate. Practical implications – This research endeavor leaves a valuable message for management as POS is noticed to have profound effects on employee attitudes and behaviors at work. Originality/value – This study adds value by offering meta-analysis of the antecedents and outcomes of POS for latest available literature (i.e. 2003-2013 for antecedents and 2007-2013 for outcomes).

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).

scholarly journals A study of the influence of workplace ostracism on employees' performance: moderating effect of perceived organizational support

2020 ◽  
Vol 29 (3) ◽  
pp. 333-345 ◽  
Author(s):  
Youngkeun Choi
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Role Performance ◽  
Content Type ◽  
Workplace Ostracism ◽  
The Relationship

PurposeBased on the conservation of resource theory, this study developed and tested the relationship between workplace ostracism and job performance. And it assumes that the direct link between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behavior is moderated by perceived organizational support.Design/methodology/approachFor this, this study used a survey method and multiple regression analyses with multisource data from 256 Korean employees and their supervisors.FindingsThe results suggest the following. First, workplace ostracism was negatively associated with supervisor-rated in-role performance and organizational citizenship behaviors. Second, there was a stronger negative relationship between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behaviors for employees with low as opposed to those with high levels of perceived organizational support.Originality/valueThis study is the first one to examine the moderating effect of perceived organizational support on the relationship between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behavior.

scholarly journals Impact of Perceived Organizational Support on OCB in the Time of COVID-19 Pandemic in Hungary: Employee Engagement and Affective Commitment as Mediators

2021 ◽  
Vol 13 (14) ◽  
pp. 7800
Author(s):  
Ayman Alshaabani ◽  
Farheen Naz ◽  
Róbert Magda ◽  
Ildikó Rudnák
Keyword(s):  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Structural Equation ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
The Impact

The performance of the employees and productivity of each individual, in general, have been badly affected because of the COVID-19 pandemic. Organizational citizenship behavior is regarded as an interpretation of the performance of the employee which is essential to contribute more to the organization’s processes and success. Therefore, to increase the organizational effectiveness and achieve its goals, it is crucial to understand the factors affecting the organizational citizenship behavior of the employees. This study aims to examine the impact of perceived organizational support on organizational citizenship behavior with the mediating role of employee engagement and affective commitment. To collect the data for this study, a linear snowball sampling method was used, and 380 foreign employees working in different service companies in Hungary participated in the survey. Structural equation modeling (SEM) was used to test the proposed hypothesis. The results of the study revealed that perceived organizational support positively associated with organizational citizenship behavior and this relationship is also strongly mediated by employee engagement. On the other hand, employee engagement and affective commitment pose a direct positive influence on organizational citizenship behavior. This study has theoretical and practical implications as it will provide a comprehensive framework to better understand the factors influencing the organizational citizenship behavior of the employees.

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.

Antecedents and consequences of employee engagement revisited

2019 ◽  
Vol 6 (1) ◽  
pp. 19-38 ◽  
Author(s):  
Alan M. Saks
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
Single Item ◽  
Content Type ◽  
Job Characteristic ◽  
Antecedents And Consequences

Purpose In 2006, Saks (2006) published one of the first empirical studies of the antecedents and consequences of employee engagement. Since then dozens of studies on engagement have been published and most of them have used the Utrecht Work Engagement Scale (UWES) to measure work engagement. The purpose of this paper is to revisit Saks (2006) to try and address some issues that have arisen during the last ten years and to assess the generalizability of his findings and model using the UWES measure of work engagement and single-item measures of job and organization engagement. Design/methodology/approach Additional analyses was conducted using the data from Saks (2006) including measures of each job characteristic, the use of the UWES measure of work engagement, and single-item general measures of job engagement and organization engagement. In addition, a review of engagement research was conducted as well as research that used Saks’ (2006) measures of job engagement and organization engagement. Findings The results indicate that skill variety is the main job characteristic that predicts job engagement. The results of the analysis using the UWES measure of work engagement found that job characteristics and perceived organizational support are significant predictors of work engagement, and work engagement predicts job satisfaction, organizational commitment, organizational citizenship behavior and intentions to quit and mediates the relationship between the antecedents and the consequences. Similar results were found using the single-item measures of job engagement and organization engagement. A review of the engagement literature indicates general support for the Saks (2006) model of the antecedents and consequences of employee engagement and for his measures of job and organization engagement. A revised and updated model is provided with additional antecedents and consequences. Practical implications The results indicate that organizations can drive employee engagement by focusing on skill variety as well as providing social support, rewards and recognition, procedural and distributive fairness, and opportunities for learning and development. In addition, organizations can assess employee engagement more frequently and easily by using single-item measures of job and organization engagement. Originality/value This paper provides an update and revision of the Saks (2006) model of employee engagement and suggests that the main findings are similar when using the UWES measure of work engagement and single-item general measures of job engagement and organization engagement.

scholarly journals PENGARUH SELF-EFFICACY, PERCEIVED ORGANIZATIONAL SUPPORT DAN EMPLOYEE ENGAGEMENT TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR PADA PERUSAHAAN DAERAH AIR MINUM KOTA PADANG

2020 ◽  
Vol 1 (1) ◽  
pp. 114-126
Author(s):  
Letnan Dalimunthe ◽  
Marta Iwan Zuanda
Keyword(s):  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Self Efficacy ◽  
Perceived Organizational Support ◽  
Job Security ◽  
Citizenship Behavior

Penelitian ini bertujuan untuk mengetahui seberapa besar Pengaruh Self-efficacy, Perceived Organizational Support, dan Employee Engagement terhadap Organizational Citizenship behavior pada PDAM Kota Padang. Variabel penelitian yaitu Self-efficacy (X1), Perceived Organizational Support (X2) Employee Engagement (X3) dan Organizational Citizenship Behavior (Y). Metode  pengumpulan data melalui survei dan menyebarkan kuesioner kepada karyawan sebagai responden. Metode analisis yang digunakan adalah uji validitas dan reliabilitas, analisis korelasi, analisis regresi berganda, untuk uji hipotesis digunakan yaitu uji t dan uji F serta dilakukan uji outer model. Hasil penelitian menunjukan (a) Self-efficacy berpengaruh positif dan signifikan terhadap OCB sebesar 3,117 dengan tingkat signifikan (0,003<0,05) (b) Perceived Organizational Support berpengaruh positif dan signifikan terhadap OCB sebesar 3,157 dengan tingkat signifikan (0,002>0,05) (c) Employee Engagement  berpengaruh positif dan tidak signifikan  terhadap OCB sebesar 1,089 dengan tingkat signifikan (0,280<0,05). Sumbangan variabel Self-efficacy, Perceived Organizational Support, dan Employee Engagement terhadap OCB sebesar 0,550 atau 55%, sedangkan selebihnya di pengaruhi variabel lain diluar model penelitian ini. Indicator atau item pernyataan yang paling dominan pada variabel Self-efficacy dengan nilai sebesar 0,735 adalah “kesulitan tugas mampu dihadapi”, pada variabel Perceived Organizational Support dengan nilai 0,802 adalah “job security”, dan pada variabel Employee Engagement dengan nilai 0,849 adalah “ketangguhan mental yang dimiliki”, sedangkan pada variabel Organizational Citizenship Behavior dengan nilai sebesar 0,750 adalah “tepat waktu”.

Meta-Analysis of Antecedents and Consequences of Empowering Employees as a Contemporary Management Approach

2019 ◽  
pp. 1-17
Author(s):  
Çağlar Doğru
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Turnover Intentions ◽  
Meta Analysis ◽  
Citizenship Behavior ◽  
Management Approach ◽  
Antecedents And Consequences ◽  
Contemporary Management ◽  
Vital Factor

In this chapter, as a critical contemporary management approach and a vital factor for organizations to gain competitive advantage, the concept of empowerment of employees is evaluated. The main purpose of this chapter is to investigate the antecedents and consequences of employees' empowerment. To achieve this, a meta-analysis was conducted including 216 independent studies. Among these are: organizational culture, organizational support, supervisor support, organizational justice, human resources practices, job characteristics and employees' personality characteristics. Moreover, by scanning the literature, the consequences of empowerment were remarked as, task performance, organizational citizenship behavior, organizational commitment, job satisfaction and creativity. Throughout the meta-analysis, positive relationships were witnessed between empowerment and these consequences. Moreover, empowerment was found to decrease turnover intentions and occupational stress of employees.

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