Relationship between perceived organisational support, organisational citizenship behaviour, organisational trust and turnover intentions: an empirical case study

2017 ◽  
Vol 21 (3) ◽  
pp. 273 ◽  
Author(s):  
Ali Rezaei ◽  
Ali Shaemi Barzoki
Keyword(s):  
Turnover Intentions ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
Organisational Trust

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.

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.

Abusive supervision and turnover intentions: The mediating role of perceived organisational support

2015 ◽  
Vol 22 (2) ◽  
pp. 139-153 ◽  
Author(s):  
Jarrod M. Haar ◽  
Alida de Fluiter ◽  
David Brougham
Keyword(s):  
New Zealand ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Ethnically Diverse ◽  
Abusive Supervision ◽  
Blue Collar Workers ◽  
Mediating Role ◽  
Organisational Support ◽  
Perceived Organisational Support

AbstractAbusive supervision has a significant impact on employee turnover intentions. An underexplored factor in this area is the influence of support: we test perceived organisational support as a mediator. The present study utilised data from three distinct populations within New Zealand: (1) ethnically diverse blue-collar workers, (2) Māori (the indigenous people of New Zealand) employees, and (3) Chinese employees working within New Zealand. Structural equation modelling from the combined sample of 432 respondents (in total) showed that the indirect-effects model fit the data best, where abusive supervision was positively related to turnover intentions and negatively towards perceived organisational support; while support was negatively related to turnover intentions. Our findings bear out the notion that organisational support mediates the influence of abusive supervision on turnover intentions, highlighting the effect of organisational influence within this area. By exploring these relationships on three distinct populations, this study improves the generalisability of the related theories.

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 Investigating the impact of a combined approach of perceived organisational support for strengths use and deficit correction on employee outcomes

2018 ◽  
Vol 16 ◽  
Author(s):  
Crizelle Els ◽  
Karina Mostert ◽  
Marianne Van Woerkom
Keyword(s):  
Job Satisfaction ◽  
Empirical Evidence ◽  
Work Engagement ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Combined Approach ◽  
Strengths Use ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
The Impact

Orientation: The positive psychology paradigm suggests a balanced focus on employee strengths and deficits. However, an overemphasis on strengths has raised questions regarding the value of a focus on strengths use, deficit improvement or a combined approach with a balanced focus on both.Research purpose: The primary objective was to examine whether perceived organisational support (POS) for strengths use, POS for deficit improvement or a combined approach would be the strongest predictor of work engagement, learning, job satisfaction and turnover intention.Motivation for the study: In the literature, there is little empirical evidence to support an approach where both employees’ strengths are used and their deficits improved.Research design, approach and method: This study was conducted among 266 teachers from four public schools in the Western Cape. A cross-sectional survey design was used.Main findings: The results suggest that both strengths use and deficit improvement are important predictors of work engagement, learning, job satisfaction and turnover intention. Learning was higher and turnover intention lower for individuals experiencing a combined approach compared to those believing that their school did not support them in either using their strengths or improving their deficits. Furthermore, a combined approach was associated with higher job satisfaction than a strengths-based approach, and a deficit-based approach was shown to be associated with higher levels of work engagement and lower turnover intentions compared to an environment where neither employees’ strengths nor deficits were addressed.Practical or managerial implications: The results urge organisations to invest an equal amount of resources in their employees’ strengths and deficits, as opposed to neglecting either one. Such a combined approach may be associated with increased work engagement, learning and job satisfaction and lower turnover intention.Contribution: This study provides empirical evidence that supports a combined approach where both employees’ strengths are used and their deficits developed.

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