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.

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.

Emotional intelligence and job performance: the role of psychological well-being

2016 ◽  
Vol 9 (4) ◽  
pp. 428-442 ◽  
Author(s):  
Dwayne Devonish
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Task Performance ◽  
Well Being ◽  
Multiple Mediation ◽  
Psychological Well Being ◽  
Content Type ◽  
Work Related ◽  
The Relationship ◽  
And Task

Purpose The purpose of this paper is to test the mediating roles of two dimensions of psychological well-being (job satisfaction and work-related depression) in the relationship between emotional intelligence (EI) and task performance, individual-targeted citizenship behaviours (OCB-I) and organisation-targeted citizenship behaviours (OCB-O). Design/methodology/approach This survey study of 262 employees in a small island territory in the Caribbean captured data on EI, psychological well-being and various dimensions of job performance. Multiple mediation hypotheses were tested using the 95 per cent bootstrapping confidence interval (CI) estimation approach. Findings The results revealed that job satisfaction and work-related depression mediated the relationship between EI and task performance; and the relationship between EI and OCB-O, but only work-related depression mediated the relationship between EI and OCB-I. Research limitations/implications The study utilised a cross-sectional study design and self-reported measures but still presented significant implications for existing and future theoretical models of EI and job performance. Practical implications Organisations should seek to develop high levels of EI in their employees as a means of improving their overall psychological health and well-being and performance behaviours at work. Originality/value The study examines multiple mediation of various psychological well-being dimensions in the EI-job performance relationship using the 95 per cent bootstrapping CI approach.

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.

Examining the relationship between perceived organizational support, transfer of training and service quality in the Malaysian public sector

2015 ◽  
Vol 39 (2) ◽  
pp. 143-160 ◽  
Author(s):  
Abdul Rahim Zumrah
Keyword(s):  
Public Sector ◽  
Service Quality ◽  
Organizational Support ◽  
Transfer Of Training ◽  
Perceived Organizational Support ◽  
Well Being ◽  
Mediating Effect ◽  
Content Type ◽  
Public Sector Organizations ◽  
The Relationship

Purpose – This study aims to investigate the relationships among perceived organizational support (POS), transfer of training outcomes to the workplace and service quality in the context of public sector organizations in Malaysia. Design/methodology/approach – The data for this study have been collected from three sources, the employees of public sector organizations in Malaysia, their supervisors and their colleagues through surveys. Findings – The findings reveal that transfer of training has a mediating effect on the relationship between POS and service quality. Practical implications – The findings illustrate that both elements, which are the support from organization (in terms of valuing employee contribution and caring about their well-being) and employee work attitude (applying the knowledge, skills and attitudes that are learned during training on the job) are significant in influencing employee service quality. Originality/value – This study adds to the small number of studies examining the mediator of the POS and service quality relationship. Such research is essential to understand a mechanism that links POS and service quality. This study also extends the literature by examining together the factor (POS) and the consequence (service quality) of transfer of training. To date, the number of empirical studies that have examined the factors and the consequences of transfer of training in one framework is still limited.

The impact of work engagement and workaholism on well-being

2014 ◽  
Vol 19 (7) ◽  
pp. 813-835 ◽  
Author(s):  
Gaëtane Caesens ◽  
Florence Stinglhamber ◽  
Gaylord Luypaert
Keyword(s):  
Social Support ◽  
Job Satisfaction ◽  
Perceived Stress ◽  
Work Engagement ◽  
Organizational Support ◽  
Sleep Problems ◽  
Well Being ◽  
Coworker Support ◽  
Content Type ◽  
Work Related

Purpose – The purpose of this paper are twofold. First, the authors examined the effects of two types of working hard (i.e. work engagement, workaholism) on employees’ well-being (i.e. job satisfaction, perceived stress, and sleep problems). Second, the authors tested the extent to which both types of working hard mediate the relationship between three types of work-related social support (i.e. perceived organizational support, perceived supervisor support, and perceived coworker support) and employees’ well-being. Design/methodology/approach – An online questionnaire was administered to 343 PhD students. Findings – Results revealed that work engagement mediates the relationships between perceived organizational support and job satisfaction and perceived stress. Perceived organizational support has also a direct positive impact on job satisfaction and a direct negative impact on perceived stress and sleep problems. Furthermore, work engagement mediates the influence of perceived supervisor support on job satisfaction and perceived stress. Finally, workaholism was found to mediate the relationships between perceived coworker support, and job satisfaction, perceived stress, and sleep problems. Practical implications – The findings suggest that managers should promote practices in order to foster work engagement and prevent workaholism. In line with this, the findings indicated that the most powerful source of support that fosters work engagement is perceived supervisor support. Organizations should, therefore, train their supervisors to be supportive in their role of directing, evaluating and coaching subordinates or encourage supervisors to have regular meetings with their subordinates. Additionally, the results showed that perceived coworker support is the only source of work-related social support that has a negative influence on workaholism. Managers should foster coworker support, for instance by encouraging informal mentoring among employees in order to build a strong social network. Originality/value – Because scholars argued that each type of work-related social support might have different consequences and might vary in terms of strength of associations with their outcomes, the study aimed to examine the concomitant effects of three forms of work-related social support on two types of working hard which, in turn, influence employees’ well-being.

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 COVID-19 organizational support and employee voice: Insights of pharmaceutical stakeholders in Jordan

2021 ◽  
Vol 18 (3, special issue) ◽  
pp. 367-378
Author(s):  
Mohammad Ta’Amnha ◽  
Ghazi A. Samawi ◽  
Omar M. Bwaliez ◽  
Ihab K. Magableh
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Direct Relationship ◽  
Community Pharmacists ◽  
Well Being ◽  
Healthcare Services ◽  
Job Burnout ◽  
Healthcare Sector ◽  
Employee Voice ◽  
Work Related

COVID-19 has posed unprecedented challenges for organizations and impacts on employees worldwide, particularly in the healthcare sector. This paper proposes a conceptual model to examine the mediating effects of job satisfaction and job burnout on the relationship between COVID-19 organizational support (COVID-OS) and employee voice among pharmaceutical stakeholders in Jordan. To empirically test the model, the data were collected through a questionnaire from 248 community pharmacists in Jordan. Descriptive statistical analysis, correlation between variables, and hypothesis testing were carried out. The findings supported the proposed model and showed that there is a direct relationship between COVID-OS and employee voice. The findings also revealed that this direct relationship can be mediated by the work-related well-being dimensions of job satisfaction and job burnout. Moreover, It is found that job satisfaction negatively affects job burnout of the employees. This paper makes significant contributions to the theoretical knowledge base and provides practical implications for the context of pharmaceutical employee management, with broader implications for professions related to healthcare services

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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