scholarly journals WHY LOYAL EMPLOYEES DO NOT MANIFEST INTENTION TO QUIT THE ORGANIZATION. THE ROLE OF SUPERVISOR SUPPORT AND EMPLOYEES SPIRITUALITY

2019 ◽  
Vol 24 (3) ◽  
Author(s):  
Marcin Wnuk ◽  
Keyword(s):  
Key Words ◽  
Supervisor Support ◽  
Intention To Quit ◽  
Perceived Supervisor Support ◽  
Organizational Loyalty ◽  
Positive Image ◽  
Higher Power

The aim of the study was to verify if organizational loyalty and perceived supervisor support (PSS) mediate between spirituality and intend to quit the Organization. 804 employees from the different organizations were participants of conducted research. The following measures were used: Employee Spirituality Scale, Organizational Loyalty Scale, Perceived Supervisor Support Scale, and one item measures regarding intend to quit the organization, frequency of mess attendance and frequency of prayer. According to achieved results organizational loyalty partially mediated between perceived supervisor support and intention to quit the Organization. The inclination to sacrifice for the organization totally mediated between relation to „Higher Power” and intention to quit the Organization. Caring for a positive image of Organization totally mediated between attitude towards workmates as well as the Organization and intention to quit the Organization. Key words: employees spirituality, organizational loyalty, perceived supervisor support, intention to quit the Organization

Case study of a disability support worker’s organizational commitment

2020 ◽  
Vol 26 (1) ◽  
pp. 31-36
Author(s):  
Ngonidzashe Mpofu
Keyword(s):  
Turnover Intentions ◽  
Supervisor Support ◽  
Job Burnout ◽  
Role Overload ◽  
Organisational Commitment ◽  
Support Worker ◽  
Perceived Supervisor Support ◽  
Disability Support

AbstractThis case study assessed the role of job burnout as it relates to employee organisational commitment. An interview was carried out with a disability support worker and the variables she perceived as contributing to her job burnout, affecting organisational commitment or turnover intentions. The Job Demands-Resources model was used for understanding job burnout; three areas of focus were identified: role ambiguity, role overload, and perceived supervisor support.

scholarly journals Skala Zaufania do Przełożonego jako narzędzie do mierzenia zaufania do menedżerów

2020 ◽  
Vol 31 (3) ◽  
pp. 97-115
Author(s):  
Marcin Wnuk
Keyword(s):  
Job Satisfaction ◽  
Psychometric Properties ◽  
Supervisor Support ◽  
Intention To Leave ◽  
Dimensional Structure ◽  
Perceived Supervisor Support ◽  
Organizational Loyalty ◽  
Positive Correlations ◽  
Stress At Work ◽  
Negative Relationships

Background: The aim of the study was operationalizing trust in supervisor concept and assesses the psychometric properties of the tool using to measure this construct. Material and Methods: Subjects were 804 employees from different organizations. The following measures were used: Perceived Supervisor Support Scale, Perceived Stress at Work Questionnaire, Grattitude Towards Organization Scale, Organizational Loyalty Scale and 2 measures – regarding intention to leave and job satisfaction. Results: Confirmed very good psychometric properties of Trust in Supervisor Scale. Factor analysis statistically confirmed the two dimensional structure of this measure inclusive benevolence and integrity factor containing 12 items and abilities as well as competences containing 8 items. The reliability of the Trust in Supervisor Scale was confirmed using the α-Cronbach coefficient. The proof of the theoretical validity of this measure are its positive correlations with job satisfaction, loyalty and gratitude towards the organization as well as its negative relationships with the intend to quit organization and the level of stress. Conclusions: The obtained results confirm that the Trust in Supervisor Scale has a very good psychometric properties and may be used in practice to explore trust in mangers in organizations in Poland.

scholarly journals The Management Side Of Talent: Causal Implications For The Retention Of Generation Y Employees

2015 ◽  
Vol 31 (5) ◽  
pp. 1767 ◽  
Author(s):  
Liesel Du Plessis ◽  
Nicolene Barkhuizen ◽  
Karel Stanz ◽  
Nico Schutte
Keyword(s):  
Generation Y ◽  
Management Practices ◽  
Supervisor Support ◽  
Talent Management ◽  
Intention To Quit ◽  
Convenience Sample ◽  
Perceived Supervisor Support ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
The Impact

<p>Organisations are facing significant challenges to retain Generation Y employees. Research shows that, once these individuals are employed, they are not likely to remain in that position for very long. Organisations therefore need to find innovative solutions to retain this group of employees. The purpose of this research was to determine the causal relationship between management support towards talent management and the impact thereof on the turnover intentions of Generation Y employees. The Human Capital Index, Perceived Organisational Support Questionnaire, Perceived Organisational Support and Intention to Quit questionnaires were administered among a convenience sample of generation Y employees (N=135). The results showed that Perceived Organisational Support is significantly related to Talent management practices, Perceived Supervisor Support and Intention to Quit. Perceived Supervisor Support is significantly related to Talent management practices and Intention to Quit. Talent management practices are significantly related to intention to quit. Recommendations are made.</p>

scholarly journals Towards Sustainable Organizations: Supervisor Support, Commitment to Change and the Mediating Role of Organizational Identification

2019 ◽  
Vol 11 (3) ◽  
pp. 805 ◽  
Author(s):  
Salvatore Zappalà ◽  
Ferdinando Toscano ◽  
Simone Licciardello
Keyword(s):  
Organizational Identification ◽  
Preventive Intervention ◽  
Supervisor Support ◽  
Mediating Effect ◽  
Individual Growth ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Perceived Supervisor Support ◽  
Mediating Role

According to psychology of sustainability, healthy organizations conduct successful businesses, regenerate employees’ belongingness, and promote organizational and individual growth and change. In line with this assumption, this study investigates: a) The relation between perceived supervisor support and the affective, normative, and continuance components of commitment to change (CtC), and b) the mediating role of organizational identification on the relation between perceived supervisor support and components of CtC. Participants were 243 employees of a company that, in order to introduce a new organizational vision, was implementing multiple change initiatives. Results show the direct effect of perceived supervisor support on affective and normative CtC, the partial mediating effect of organizational identification on affective and normative CtC, and the full mediating effect on continuance CtC. Such results extend previous studies and are in line with the assumptions of the psychology of sustainability: Supervisor support can be considered as a primary preventive intervention that increases employees’ belongingness and encourages them to commit to change initiatives.

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