Training is an investment with return in temporary workers

2014 ◽  
Author(s):  
Filipa Sobral ◽  
Maria José Chambel
Keyword(s):  
Social Exchange ◽  
Affective Commitment ◽  
Positive Attitude ◽  
Management Practice ◽  
Call Centre ◽  
Temporary Workers ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
The Impact ◽  
The Relationship

This study investigates the impact of training on the employee–organisation relationship among a sample of temporary workers from a call centre (N= 240). The data support the idea that social exchange theories are useful frameworks in explaining temporary workers’ affective commitment towards organisations. Organisational investment in training was positively related to the affective commitment of these temporary workers. However, the employees attributed greater importance to the fact that training increased their employability than to the number of training hours received. The relationship between this human resource management practice and affective commitment partly occurred through the perceived organisational support on the part of the employees. Such perception partially mediates the relationship between training as a promoter of employability and this positive attitude.

Employability and Temporary Workers’ Affective Commitment: the Moderating Role of Voluntariness

2013 ◽  
Vol 16 ◽  
Author(s):  
Mafalda Espada ◽  
Maria José Chambel
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Temporary Workers ◽  
Positive Attitudes ◽  
The Social ◽  
The Relationship ◽  
Moderating Role ◽  
Temporary Agency Workers

AbstractThe development of either internal or external employability of temporary workers has been considered a mechanism of protection since it ensures that employment can be maintained. According to the social exchange theory and the norm of reciprocity, when temporary workers perceive that the training promoted by the organization furthers employability, they are inclined to feel obligated to reciprocate with positive attitudes toward the organization. With a sample of temporary agency workers from three distinct industry organizations (N = 279), the current study investigated the relationship between training that promotes both internal and external employability and affective commitment as well as the role of voluntariness as a moderator of these relationships. The hypotheses were tested by using regression analysis. The results indicated that the perception held by temporary workers that the training they received is a promoter of their internal employability is positively correlated with their affective commitment towards the organization. Furthermore, the data revealed that this relationship is weaker for the group of temporary workers with high voluntariness. On the other hand, there was not a significant relationship between the training that promotes external employability and the affective commitment of temporary workers. Likewise, voluntariness did not moderate this relationship.

scholarly journals Does Anyone Care About Support Inside the University? The Mediating Role of Perceived Organisational Support

2020 ◽  
Vol 21 (2) ◽  
pp. 824-836
Author(s):  
Luen-Peng Tan ◽  
Yuen-Onn Choong ◽  
Kum-Lung Choe
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Exchange Theory ◽  
Mediating Effect ◽  
Supervisory Support ◽  
Mediating Role ◽  
Perceived Organisational Support ◽  
The Relationship

Social exchange theory evokes the maximization of one’s personal interests or benefits when one is engaging in a relationship. The central tenant of social exchange theory focuses on the notion of reciprocity. Perceived organizational support (POS) should elicit the norm of reciprocity and employees would feel they are obligated to help organizations to achieve goals. The main objective of this study is to examine the mediating effect of POS between organizational justice and supervisory support with affective commitment. More precisely, five hypotheses were tested using a sample of 207 academics of Malaysian private universities. Partial least squares path modeling was utilised to assess the measurement and structural model. In this study, organizational justice is envisaged as a multi-dimensional construct which comprises distinct variables namely - procedural justice, distributive justice and interactional justice. Supervisory support and affective commitment are unidimensional constructs. POS was found to be a mediator for the relationship between organizational justice and supervisory support with affective commitment. The findings of this study were expected to shed light on the scant literature of POS especially its mediating role for the relationship between organizational justice, supervisory support, and affective commitment.

scholarly journals The impact of resilience and perceived organisational support on employee engagement in a competitive sales environment

2018 ◽  
Vol 16 ◽  
Author(s):  
Anel Meintjes ◽  
Karl Hofmeyr
Keyword(s):  
Employee Engagement ◽  
Measuring Instruments ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
Sales Employees ◽  
The Individual ◽  
The Impact ◽  
The Relationship

Orientation: Understanding the impact of resilience and perceived organisational support on employee engagement in a competitive sales environment.Research purpose: The aim of this study was to explore the relationship between resilience, perceived organisational support and employee engagement among pharmaceutical sales employees in a competitive sales environment; and to establish whether resilience and perceived organisational support hold predictive value for employee engagement.Motivation for the study: Limited research has focused on the unique context of employee engagement as a construct in professional sales. A broader understanding of resilience and perceived organisational support can provide sales organisations with a lever to create an environment where sales employees are more fully engaged.Research design, approach and method: A quantitative, exploratory, cross-sectional survey approach was used. A sample of 125 sales representatives from a South African pharmaceutical organisation participated in the research. The measuring instruments included the Utrecht Work Engagement Scale (UWES), Brief Resilience Scale (BRS) and the Perceived Organisational Support Scale (POS).Main findings: Perceived organisational support, but not resilience impacted employee engagement in a competitive sales environment.Practical and managerial implications: Sales organisations’ interventions to improve sales employee engagement should focus on perceived organisational support.Contribution: The individual role of each construct provided insight into the sales context. The relationship between the constructs offered a different lens through which the drivers of employee engagement in sales can be viewed. This study contributes towards sales literature by including positive psychology and organisational support in a model of employee engagement.

Management, bullying and the work outcomes of Australian paramilitary

2016 ◽  
Vol 50 (3) ◽  
pp. 341-359 ◽  
Author(s):  
Yvonne Brunetto ◽  
Matthew Xerri ◽  
Kate Shacklock ◽  
Ben Farr-Wharton ◽  
Rod Farr-Wharton
Keyword(s):  
Police Officers ◽  
Affective Commitment ◽  
Turnover Intentions ◽  
Self Report ◽  
Work Outcomes ◽  
Psychological Wellbeing ◽  
Management Support ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
The Impact

This study compared the impact of perceived organisational support from management upon bullying of soldiers and police officers and their work outcomes (wellbeing, affective commitment and turnover intentions). Data from self-report surveys from 99 army personnel and 193 police officers were analysed using SEM. The results indicate that significant paths between most variables and perceived organisational support explained 6% of bullying (comprising intimidation and personal attacks). Together, (a) perceived organisational support and bullying explained almost a third (28%) of psychological wellbeing, (b) perceived organisational support, bullying and psychological wellbeing explained over two-thirds (68%) of affective commitment, and (c) bullying and affective commitment explained over half (53%) of turnover intentions. Also, bullying partially mediated the relationship between perceived organisational support and affective commitment. There were no significant differences between the two cohorts, except for perceived organisational support from management. Implications include that soldiers and police officers are likely to experience better workplace performance if management support is improved. Both soldiers and police undertake emotionally difficult tasks at times, and without adequate support, the stress of their jobs is likely to negatively impact their wellbeing and commitment. Poor perceived management support is not sustainable in the long-term without negative employee consequences.

scholarly journals The Effect of Motive Fulfilment as a Meditating Variable between Perceived Organisational Support and Volunteers’ Affective Commitment in Non-Profit Organisations 

2021 ◽  
Vol 3 (1) ◽  
pp. 75-90
Author(s):  
Queen Usadolo ◽  
Sam Usadolo
Keyword(s):  
Affective Commitment ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Non Profit ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
Positive Experiences ◽  
Organisational Factors ◽  
The Impact

In this paper, the influence of organisational factors and the role of individual factors on affective commitment is examined, particularly whether volunteers’ motive fulfilment mediates the influence of perceived organisational support on volunteers’ affective commitment. A cross-sectional survey was used to collect data from 213 volunteers from five non-profit organisations in Queensland, Australia. Perceived organisational support is found to have a significant relationship with volunteers’ affective commitment. Furthermore, motive fulfilment has a significant effect on the impact of perceived organisational support (POS) on the outcome. The results of the study provide new knowledge about the importance of motive fulfilment as a tool for improving volunteers’ positive experiences of an organisation and explain how motive fulfilment promotes increased affective commitment.

scholarly journals Perceived Organisational Support As Mediator Of Distributive Justice And Job Satisfaction: The Moderating Role Of Group Commitment

2012 ◽  
Vol 28 (5) ◽  
pp. 1063 ◽  
Author(s):  
Marc Ohana
Keyword(s):  
Job Satisfaction ◽  
Distributive Justice ◽  
Social Exchange ◽  
Non Profit ◽  
Moderated Mediation Model ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
Justice Theories ◽  
The Relationship

We argue that distributive justice may influence employees' job satisfaction through social exchange. Based on social exchange and organizational justice theories, we develop a moderated-mediation model of the psychological processes linking distributive justice and job satisfaction and test it on a sample of 101 employees working in 27 small non-profit organizations. Results of hierarchical regressions analyses provide support for the model. We found that distributive justice was positively related to job satisfaction and also that perceived organisational support mediates this relationship. We further found that group commitment moderated the relationship between perceived organisational support and job satisfaction and that this interaction effect, in turn, mediates the distributive justice job satisfaction relationship.

scholarly journals Perceived Organisational Support as a Moderator in the Relationship Between Organisational Justice and Affective Organisational Commitment

2020 ◽  
Vol 17 (2) ◽  
pp. 22-29
Author(s):  
Evelyn Twumasi ◽  
Belinda Addo
Keyword(s):  
Affective Commitment ◽  
Survey Design ◽  
Teaching Staff ◽  
Organisational Commitment ◽  
Organisational Justice ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
Commitment Level ◽  
Descriptive Survey ◽  
The Relationship

AbstractPurpose. This study aimed to explore the relationship between organisational justice and commitment and how the combined influence of organisational justice and perceived organisational support (POS) impacts on commitment.Research Methodology. Data were obtained through questionnaires administered to 124 teaching and non-teaching staff, who were conveniently selected by the researchers from Ghanaian public universities. Descriptive survey design was adopted for this study.Findings. The results from regression analysis of data collected showed a significant positive relationship among the dimensions of organisational justice and affective commitment. Furthermore, POS was found to moderate the relationship between organisational justice and commitment, as the effect of justice on commitment increased when POS was added to the model.Practical Implications. The present study supported the expected relationship among justice, POS and organisational commitment and implied that higher level of fairness and support from the organisation can favourably influence the commitment level of employees.Originality. The current research examines the moderating role of POS on organisational justice–commitment link using samples from the Ghanaian higher education institutions. Thus, it makes relevant contribution to the existing literature by modelling both organisational justice and support and analysing its effect on organisational commitment.

The effects of perceived organisational support and affective commitment on turnover intention

2017 ◽  
Vol 8 (1) ◽  
pp. 2-21 ◽  
Author(s):  
Yui-Woon Wong ◽  
Yui-tim Wong
Keyword(s):  
Distributive Justice ◽  
Turnover Intention ◽  
Structural Equation ◽  
Affective Commitment ◽  
Human Resources Management ◽  
Job Security ◽  
Content Type ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
The Impact

Purpose China is experiencing a double-digit turnover rate and high turnover intention. This research aims to explore the relationships of turnover intention, perceived organisational support (POS) and affective commitment in China. Design/methodology/approach Turnover intention and its antecedents, including POS, affective commitment, distributive justice, trust in organisation and job security, were studied in this research with a case study of a foreign-invested enterprise (FIE) manufacturing company in Guangdong of China. Based on the literature, two competing models were developed and investigated by using the technique of structural equation modelling. Findings The results suggest that distributive justice, trust in organisation and job security have negative impacts on turnover intention. Moreover, affective commitment mediates the impact of job security on turnover intention. The results also indicate that POS has an impact on affective commitment instead of affecting turnover intention directly. In addition, POS and affective commitment mediate the impacts of both distributive justice and trust in organisation on turnover intention. Research limitations/implications The scale of turnover intention used in this study only shows the employee’s intention to quit an organisation. It does not reveal their subsequent actual turnover. This study has research implications. It enhances our understanding of the relationships among POS, affective commitment and turnover intention of Chinese employees in FIEs. Practical implications The findings of this study provide the management of organisations in China with a better understanding of how to facilitate human resources management so as to lower employee turnover intention. Originality/value Inconsistent research findings have been reported about the relationships among turnover intention, POS and affective commitment in previous studies. The results of this study clarify all these relationships in Chinese FIEs.

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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