scholarly journals Relationship between Role Stress and Employee Silence Behavior:The Mediating Effect of Psychological Ownership and Moderating Effect of Perceived Supervisor Support

2018 ◽  
Vol 31 (2) ◽  
pp. 433-457
Author(s):  
정소연 ◽  
Tae-Yong Yoo
Keyword(s):  
Supervisor Support ◽  
Role Stress ◽  
Moderating Effect ◽  
Mediating Effect ◽  
Psychological Ownership ◽  
Perceived Supervisor Support ◽  
Employee Silence

scholarly journals Relationship between role stress and employee silence behavior

2018 ◽  
Vol 31 (2) ◽  
pp. 433-457
Author(s):  
SoYeon Jung ◽  
TaeYong Yoo
Keyword(s):  
Role Conflict ◽  
Role Ambiguity ◽  
Supervisor Support ◽  
Role Stress ◽  
Mediating Effect ◽  
Psychological Ownership ◽  
Role Overload ◽  
Perceived Supervisor Support ◽  
Employee Silence ◽  
The Relationship

The purpose of this study was to investigate the influence of role stress(role conflict, role ambiguity, and role overload) on employee silence behavior and the mediating effect of psychological ownership between two variables. In addition, this study examined the moderating effect of perceived supervisor support on the relationship between psychological ownership and employee silence behavior. Using the survey research method, data were collected from 310 employees who were working in a variety of organizations in Korea. As results, role conflict, role ambiguity, and role overload had positive relationships with employee silence behavior. And psychological ownership had mediation effect in the relationship between role conflict/role ambiguity and employee silence behavior. The perceived supervisor support had moderation effect on the relationship between psychological ownership and employee silence behavior. That is, the negative relationship between psychological ownership and employee silence behavior was stronger when the perceived supervisor support was high rather than low. Finally, based on these results, we discussed the implications and limitations of the study, and the suggestions for the future research.

scholarly journals The mediating effect of silence motivation on the relationships among employee silence behavior, perceived supervisor support, and perceived procedural justice

2014 ◽  
Vol 27 (2) ◽  
pp. 291-315
Author(s):  
AReum Jo ◽  
TaeYong Yoo
Keyword(s):  
Procedural Justice ◽  
Survey Research ◽  
Research Method ◽  
Supervisor Support ◽  
Mediating Effect ◽  
Future Research ◽  
Perceived Supervisor Support ◽  
Employee Silence ◽  
Perceived Procedural Justice ◽  
The Relationship

The purposes of this study were to investigate the relationship between perceived supervisor support and employee silence behavior, the mediating roles of acquiescent silence motivation and defensive silence motivation in the relationship between perceived supervisor support and employee silence behavior, the relationship between perceived procedural justice and employee silence behavior, and the mediating roles of acquiescent silence motivation and opportunistic silence motivation in the relationship between perceived procedural justice and employee silence behavior. Using the survey research method, data were collected from 498 employees who were working in a variety of organizations in Korea. The results of this study showed that perceived supervisor support is negatively related with employee silence behavior. And the relationship between perceived supervisor support and employee silence behavior is partially mediated by acquiescent silence motivation and defensive silence motivation. Also, perceived procedural justice is negatively related with employee silence behavior. The relationship between perceived procedural justice and employee silence behavior is fully mediated by acquiescent silence motivation and opportunistic silence motivation. Based on these results, we discussed the implications of study, limitations, and the suggestions for future research.

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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