Predictors of organisational embeddedness: an investigation into perceived organisational support and organisational trust

2021 ◽  
Vol 21 (4) ◽  
pp. 252
Author(s):  
Riann Singh
Keyword(s):  
Organisational Support ◽  
Perceived Organisational Support ◽  
Organisational Trust

scholarly journals ORGANISATIONAL TRUST AS A MEDIATOR BETWEEN PERCEIVED ORGANISATIONAL SUPPORT AND CONSTRUCTIVE DEVIANCE

2017 ◽  
Vol 17 (1) ◽  
Author(s):  
Kabiru Maitama Kura ◽  
Faridahwati Mohd. Shamsudin ◽  
Ajay Chauhan
Keyword(s):  
Structural Equation ◽  
Well Being ◽  
Workplace Deviance ◽  
Least Square ◽  
Equation Modeling ◽  
Full Time ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
Organisational Trust ◽  
The Relationship

Although extant empirical research on workplace deviance has traditionally focused onbehaviours that threaten the well-being of an organization and/or its members, however,there is a paucity of research investigating constructive deviant behaviours, which play asignificant role in creating positive organizational change. Drawing upon social exchangetheory, this study examined organisational trust as a mediator of the relationship betweenperceived organisational support and constructive deviance. The data was obtained from asample of 212 full-time employees of a public sector organization in Nigeria. Results frompartial least square structural equation modeling (PLS-SEM) analyses revealed that perceivedorganisational support was positively related to constructive deviance. In addition, the resultsdemonstrated that organisational trust partially mediated the relationship between perceivedorganisational support and constructive deviance.Keywords: Constructive Deviance; Workplace Deviance; Organisational Support;Organisational Trust; Social Exchange Theory.

Organisational embeddedness as a moderator on the organisational support, trust and workplace deviance relationships

2019 ◽  
Vol 8 (1) ◽  
pp. 1-17
Author(s):  
Riann Singh
Keyword(s):  
Financial Services ◽  
Negative Impact ◽  
Workplace Deviance ◽  
Hierarchical Regression ◽  
Content Type ◽  
Services Sector ◽  
Organisational Support ◽  
Wave Research ◽  
Perceived Organisational Support ◽  
Organisational Trust

Purpose Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully understand the power of embeddedness, and how to address the potential undesirable effects on employees and organisations. The purpose of this paper is to answer this call by assessing the extent to which organisational embeddedness can negatively influence the perceived organisational support-workplace deviance and the organisational trust–deviance relationships. Design/methodology/approach A sample of 969 employees across the financial services sector in the Caribbean nation of Trinidad is used, with a two-wave research design. Multiple hierarchical regression analysis is used to test the research relationships. Findings The findings support the propositions that organisational support and trust each negatively predicts workplace deviance and organisational embeddedness moderates each of these relationships in an undesirable way, such that, higher embeddedness weakens the desirable relationships between support, trust and deviance. Originality/value This study addresses a clear gap since limited studies explore the potential negative impact of organisational embeddedness on various work perceptions and behaviours. Embeddedness is largely considered a predictor of various desirable employee and organisational outcomes.

scholarly journals Turnover intentions, training and motivations among Australian union staff

2021 ◽  
pp. 0143831X2110172
Author(s):  
Nick Brander-Peetz ◽  
David Peetz ◽  
Paula Brough
Keyword(s):  
Online Survey ◽  
Turnover Intentions ◽  
Voluntary Turnover ◽  
Intention To Leave ◽  
Theory And Practice ◽  
Organisational Support ◽  
Intrinsic Motivations ◽  
Perceived Organisational Support ◽  
The Impact ◽  
Labour Market Mobility

Staff loss and demotivation can be costly for unions. In this article the authors investigate factors influencing expected voluntary turnover, that is Intention to Leave (ITL), of union employees by conducting an online survey of 160 staff in three Australian unions. Moderated multiple regression analyses revealed that perceived organisational support, shortcomings in training and unmet intrinsic needs predicted ITL, after controlling for burnout, labour market mobility and intrinsic motivations. Critically, the results suggest an interaction effect involving training in some circumstances. Training buffered the impact of low support on ITL, however the adverse effect on ITL of organisational failure to meet staff expectations regarding service to members remained, independent of training. Implications for theory and practice are discussed, including the separate significance of resources and purpose.

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