scholarly journals PENGARUH IMBALAN INTRINSIK TERHADAP SIKAP PEGAWAI YANG DIMEDIASI OLEH PERSEPSI DUKUNGAN ORGANISASI

2021 ◽  
Vol 6 (2) ◽  
pp. 36
Author(s):  
Ismail Ismail ◽  
Irma Suryani
Keyword(s):  
Organizational Support ◽  
Social Service ◽  
Perceived Organizational Support ◽  
Sampling Method ◽  
Employee Attitudes ◽  
Intrinsic Rewards ◽  
Intrinsic Reward ◽  
The Social

This study aims to examine the effect of Intrinsic Rewards on Employee Attitudes mediated by Perceptions of Organizational Support at the Social Service of Gayo Lues Regency. The sampling method in this research uses sensus sampling with a sample of 115 respondents. The results of this study indicate that the variables of intrinsic reward and perceived organizational support have a significant effect on employee attitudes. Furthermore, the perceived organizational support variable partially mediates the intrinsic rewards of employee attitudes.

Antecedents and outcomes of perceived organizational support: a literature survey approach

2015 ◽  
Vol 34 (7) ◽  
pp. 867-880 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Muhammad Musarrat Nawaz
Keyword(s):  
Employee Engagement ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Meta Analysis ◽  
Employee Attitudes ◽  
Literature Survey ◽  
Citizenship Behavior ◽  
Content Type

Purpose – Riggle et al.’s (2009) and Rhoades and Eisenberger (2002) literature surveys are the latest available studies on antecedents and outcomes of perceived organizational support (POS). Riggle et al. work considered studies on outcomes of organizational support (1986-2006), while Rhoades and Eisenberger worked on both antecedents and consequences (1986-2002). There are seven years since no work has been done on the outcomes and almost 12 years since no work has been done on the antecedents of POS. Considering the gap, the paper aims to investigate the antecedents and outcomes of POS. Design/methodology/approach – In total, 170 studies were included in meta-analysis containing at least one of the antecedent or outcomes. Riggle et al. included 167 studies, while Rhoades and Eisenberger study covered 70 studies in their literature survey studies for the period of 1986-2006. This study adds value to the work of Riggle et al., by looking at the studies conducted from January 2007 to September 2013; and Rhoades and Eisenberger by investigating the antecedents of POS from January 2003 to September 2013. Findings – Findings of the study revealed that POS is largely influenced by justice, growth opportunities, supervisor support, and coworker support. While having a profound look at the outcomes it is evident that POS significantly influence employee engagement, job satisfaction, and organizational commitment; while its impact on organizational citizenship behavior and turnover intentions is moderate. Practical implications – This research endeavor leaves a valuable message for management as POS is noticed to have profound effects on employee attitudes and behaviors at work. Originality/value – This study adds value by offering meta-analysis of the antecedents and outcomes of POS for latest available literature (i.e. 2003-2013 for antecedents and 2007-2013 for outcomes).

The Relationship Between Perceived Organizational Support and Affective Commitment

2014 ◽  
Vol 13 (4) ◽  
pp. 167-173 ◽  
Author(s):  
Gaëtane Caesens ◽  
Géraldine Marique ◽  
Florence Stinglhamber
Keyword(s):  
Social Identity ◽  
Social Exchange ◽  
Organizational Support ◽  
Organizational Identification ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
The Social ◽  
The Relationship

Two distinct perspectives have emerged in the literature to explain the relationship between perceived organizational support (POS) and affective commitment (AC): a social exchange perspective and, more recently, a social identity perspective. However, these views have never been considered together. Filling this gap, our study aims to examine the conjoint role of felt obligation (i.e., the social exchange perspective) and organizational identification (i.e., the social identity perspective) in the relationship between POS and AC. Based on two different samples, our results indicate that both felt obligation and organizational identification partially mediate the relationship between POS and AC. In sum, this research shows that the two mechanisms play a concomitant role in the link between POS and AC.

The Influence of Work Discipline, Organizational Climate, and Perceived Organizational Support on Organizational Citizenship Behavior Employees of PT Citra Baru Steel

2021 ◽  
Vol 9 (2) ◽  
pp. 279-288
Author(s):  
Samrotul Janiah ◽  
Setyo Riyanto
Keyword(s):  
Organizational Climate ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Sampling Method ◽  
Citizenship Behavior ◽  
Private Company ◽  
Steel Making

This study examines the effect of work discipline, organizational climate, and perceived organizational support on Organizational Citizenship Behavior. This study's population were employees of PT Citra Baru Steel, a private company engaged in the steel-making industry in Serang City, Banten. By using the nonprobability sampling method obtained 269 samples. The results showed that work discipline had a significant effect on Organizational Citizenship Behavior. Organizational climate has a significant effect on Organizational Citizenship Behavior. Perceived Organizational Support has no significant effect on Organizational Citizenship Behavior, while Work Discipline, Organizational Climate, and Perceived Organizational Support simultaneously positively affect Organizational Citizenship Behavior.

scholarly journals Perceived Organizational Support Terhadap Komitmen Organisasi dan Kinerja Karyawan

2021 ◽  
Vol 22 (1) ◽  
pp. 111-120
Author(s):  
Anggita Rinda Pratiwi ◽  
◽  
Muzakki Muzakki ◽  
Keyword(s):  
Organizational Commitment ◽  
Organizational Support ◽  
Employee Turnover ◽  
Quantitative Research ◽  
Perceived Organizational Support ◽  
Sampling Method ◽  
Employee Performance ◽  
Partial Least Square ◽  
Least Square ◽  
A Company

PT. Panca Mitra Multi Perdana is a company engaged in the export-import field. The production division is a division with a large workload and generally has the highest employee turnover compared to other divisions. Employee turnover can be suppressed by increasing perceived organizational support. This is because perceived good organizational support is directly proportional to organizational commitment and employee performance. This study aims to determine the effect of perceived organizational support on organizational commitment and employee performance on production division employees at PT. Panca Mitra Multi Perdana, located in Situbondo. This research uses causal quantitative research. The sample in this study amounted to 100 employees of the production division at PT. Panca Mitra Multi Perdana, located in Situbondo. Samples were selected using the purposive sampling method. Research data were analyzed using the Partial Least Square (PLS) method. The results showed that perceived organizational support had a positive and significant effect on organizational commitment with an R-Square value of 0.9123 (91.23%). Perceived organizational support has a positive and significant effect on employee performance with an R-Square value of 0.8997 (89.97%).

HUBUNGAN PERCEIVED ORGANIZATIONAL STRUCTURE TERHADAP EMPLOYEE ENGAGEMENT YANG DIMODERASI OLEH PERCEIVED ORGANIZATIONAL SUPPORT

2020 ◽  
Vol 22 (1) ◽  
pp. 131-138
Author(s):  
Diah Andarini
Keyword(s):  
Organizational Structure ◽  
Employee Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Sampling Method ◽  
Employee Performance ◽  
Organizational Structures ◽  
Positive Influence ◽  
Analysis Technique ◽  
The Relationship

Abstract: This study aims to examine the relationship between perceived organizational structure and employee engagement which is moderated by perceived organizational support. Organizational support provides assistance for employees in adapting to existing organizational structures. A good organizational structure will improve employee performance and create employee attachments to the work environment. Data from this study were taken from 90 employees of PT. PLN (Persero) Surabaya Office with proportional sampling method. The data analysis technique in this study used multiple linear regression. The results of this study indicate that perceived organizational structure has a positive and significant effect on employee engagement, and perceived organizational support reinforces the positive influence of perceived organizational structure on employee engagement.   Keywords:          perceived organizational structure, employee engagement, perceived organizational support

scholarly journals Pengaruh Perceived Organizational Support, Self Efficacy dan Lingkungan Kerja terhadap Employee Engagement Karyawan PT. Pesona Arnos Beton

2021 ◽  
Vol 9 (3) ◽  
pp. 1076-1091
Author(s):  
David Yusuf Firnanda ◽  
Dewie Tri Wijayati
Keyword(s):  
Work Environment ◽  
Employee Engagement ◽  
Organizational Support ◽  
Self Efficacy ◽  
Perceived Organizational Support ◽  
Sampling Method ◽  
Positive Impact ◽  
Training And Development ◽  
Research Implication ◽  
Emergency Events

PT. Pesona Arnos Beton is one of the organizations engaged in concrete processing, which was founded in 2016. This research aims to examine the perceived organizational support, self-efficacy, and work environment on employee engagement of employees of PT. Pesona Arnos Beton. This study is a causality study with a quantitative approach. The sampling method used was a saturated sampling method with 80 respondents. The statistical analytical used in this study was Multiple Linear Regression analytical with the help of SPSS for Windows software. The output of this research explains that perceived organizational support has a significant and positive impact on employee engagement. Self-efficacy has a significant and positive impact on employee engagement. The work environment has a significant and positive impact on employee engagement. Perceived organizational support, self-efficacy, and work environment together have a significant impact on employee engagement. Research implication that can be applied to companies is that companies need to give awards to employees who perform well. The company can provide education, training and development regularly to employees. Leaders need to impose sanctions on employees who do not wear Personal Protective Equipment. Companies also need to provide clinics or health vehicles such as ambulances to anticipate more fatal emergency events. Companies can hire motivator services to provide material and guidance to be more enthusiastic, proud, and engaged with the company.

scholarly journals The effects of perceived organizational support and social comparison on work attitudes

2018 ◽  
Vol 16 (1) ◽  
pp. 12-21 ◽  
Author(s):  
Nuri Herachwati ◽  
Jovi Sulistiawan ◽  
Zainiyah Alfirdaus ◽  
Mario Gonzales B. N.
Keyword(s):  
Social Comparison ◽  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Career Satisfaction ◽  
Work Group ◽  
Career Commitment ◽  
Work Attitudes ◽  
Moderating Effects ◽  
The Social

This study is based on the results of a survey research conducted by JobStreet Indonesia on its members, which has surprisingly found that more than 70% of employees lack clarity on the goals of their career. Drawing from the social exchange theory, employees tend to show positive work attitudes when they perceive that their organization paid attention to them. The objective of this study is to assess how significant the influence of Perceived Organizational Support (POS) is on career satisfaction, organizational commitment, and turnover intention. Besides organizational perspective, as stated by the social comparison theory, the way individuals perform both upward and downward comparisons could be expected to affect career satisfaction. Also, this research uses career commitment as a moderator variable that can strengthen or weaken the influence among variables, which is the employee’s commitment towards their organization and competitiveness within their respective work group. The research has found some interesting results. It was shown that there is no significant relationship between POS and career satisfaction, career satisfaction and turnover intention, organizational support and turnover intention, and both upward and downward social comparison and turnover intention. The moderating effects of career commitment were not proven. In comparison, all of the moderating effects of a competitive work group were proven together with the relationship between upward social comparison and turnover intention.

scholarly journals The Effects of Organizational Culture Types and Perceived Organizational Support on the Organizational Commitment of Firefighters

2020 ◽  
Vol 34 (1) ◽  
pp. 115-120
Author(s):  
Hee-Chul Choi
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Significant Influence ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Sampling Method ◽  
Action Plan ◽  
Organizational Level ◽  
Group Culture ◽  
Northern Area

This study aimed to assist the improvement of organizational commitment and the preparation of an action plan regarding support from the organization by examining the effects of organizational culture types and perceived organizational support on firefighters’ organizational commitment. To this end, 205 fire-fighting officers from the northern area of Gyeonggi-do were surveyed using the purposive sampling method. The results demonstrated that among organizational culture types, the perception of group culture, rational culture, and organizational support held by firefighters had a significant influence on their organizational commitment. Based on these results, this study suggested various support plans at the organizational level for stimulating group culture and rational culture among firefighters, and improving organizational commitment.

Beyond the “give back” equation

2019 ◽  
Vol 28 (3) ◽  
pp. 699-718
Author(s):  
Rima M. Bizri ◽  
Farida Hamieh
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Organizational Support ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Theoretical Framework ◽  
Employee Attitudes ◽  
Content Type ◽  
The Social

Purpose Extra-role behaviours have drawn much attention lately due to their instrumental role in improving organizational performance. Numerous studies have tried to investigate the antecedents of extra-role behaviours, suggesting several organizational practices, such as organizational support and justice, which are perceived positively by employees, and are observed to increase their extra-role behaviours. The purpose of this study is to investigate these relationships deeper, using the social exchange theory (SET) as a theoretical framework. Design/methodology/approach The authors used the quantitative approach in this study, using a survey to collect data from 169 front-line respondents in banking and tourism. The data were analyzed using structural equation management with SmartPLS (3). Findings This study investigates these relationships deeper, using the social exchange theoretical framework to explain how extra-role behaviours are undertaken by employees as a means of pay-back to the organization, taking into account the potential mediating effects of employee attitudes (work engagement and affective commitment), thereby explaining the dynamics of this process, and suggesting a resulting expanded pay-forward reciprocation cycle involving the organization, the employees and the customer. Originality/value The main extension to theory is captured through the depiction of a “pay forward” as opposed to “pay back” behaviour, demonstrating employees’ willingness to reciprocate by shifting their orientation towards the organization’s customers. This suggests that SET is operationalized not only through the reciprocal behaviour of employees but also through employees’ orientation toward the organization’s customers.

Perceived Organizational Support and Employee Satisfaction and Retention

2007 ◽  
Vol 31 (2) ◽  
pp. 95-106 ◽  
Author(s):  
Simon M. Pack ◽  
Jeremy S. Jordan ◽  
Brian A. Turner ◽  
Danell Haines
Keyword(s):  
Organizational Support ◽  
Staff Member ◽  
Work Experience ◽  
Perceived Organizational Support ◽  
Employee Attitudes ◽  
Professional Staff ◽  
Regression Equations ◽  
Supervisory Support ◽  
Recreational Sport ◽  
Student Employees

The ability of recreational sport departments to offer quality programming and services often depends on whether they are able to employ and retain quality student employees. These student employees are critical in the performance of tasks associated with the daily operations connected with recreation programs. This study examined the role of perceived organizational support (POS) on student employee attitudes. It is beneficial for university recreational sport departments, specifically directors, to be cognizant of the role POS can play in the work experience of student employees. The relationships between POS and commitment (affective, AC and normative, NC) and satisfaction were investigated for 152 student employees of a campus recreation center. No significant differences in students' perceptions of POS were found based on gender, tenure, or type of supervision (student staff member, professional staff member, or graduate administrative assistant). However, the regression equations with POS and AC, POS and NC, and POS and satisfaction were all significant, explaining 46.2%, 39%, and 53.3% of the variance, respectively. The results of this study of the relationship between POS and commitment mirror several others from the field of industrial and organizational psychology, and it can be demonstrated that student employees reciprocate favorable treatment when they trust that their department will reward them in return. Future studies should focus on some of the particular antecedents of POS (e.g., supervisory support, participation in decision making, organizational justice, trust, and careerist orientation), as well as other possible outcomes of POS, and might provide more depth in understanding exchange relationships for student employees of recreational sports departments.

Sign in / Sign up

Export Citation Format

Share Document