scholarly journals Effects of Organizational Support and Organizational Justice on Police Officers’ Work Engagement

2021 ◽  
Vol 12 ◽  
Author(s):  
Andrzej Piotrowski ◽  
Samir Rawat ◽  
Ole Boe
Keyword(s):  
Organizational Justice ◽  
Work Engagement ◽  
Organizational Support ◽  
Police Officers ◽  
Supervisor Support ◽  
Future Research ◽  
Police Departments ◽  
The Impact ◽  
Positive Effect ◽  
Practical Implications

The impact of organizational support and organizational justice on work engagement was investigated in a group of police officers. A review of the literature revealed that studies reporting differences between the influence of supervisors and coworker justice and support on work engagement among police officers are grossly insufficient. This study hypothesized that organizational support and organizational justice would positively predict work engagement among police officers. It was also hypothesized that, among police officers, supervisor support is more strongly related to work engagement than coworker support and that supervisor justice is more strongly linked to work engagement than coworker justice. Participants were 170 police officers who worked in police departments in northern Poland. A regression analysis showed that supervisor support and supervisor justice had a positive effect on police officers’ work engagement, whereby organizational support coupled with organizational justice accounted for 26% of the variability of work engagement. Theoretical and practical implications are discussed, and directions for future research are suggested.

Effect of organizational justice on work engagement with psychological safety as a mediator: Evidence from China

2016 ◽  
Vol 44 (8) ◽  
pp. 1359-1370 ◽  
Author(s):  
Xiaojun Lyu
Keyword(s):  
Organizational Behavior ◽  
Organizational Justice ◽  
Work Engagement ◽  
Eastern China ◽  
Psychological Safety ◽  
Future Research ◽  
Positive Organizational Behavior ◽  
Mediating Role ◽  
The Impact ◽  
Positive Effect

I explored the impact of organizational justice on work engagement, which is a positive organizational behavior construct, and the underlying psychological mechanism. I hypothesized on the basis of a literature review that organizational justice would have a positive effect on work engagement and that psychological safety would act as a mediator. Participants comprised 254 teachers working in compulsory schools in eastern China. The survey was conducted using organizational justice, psychological safety, and work engagement scales. Data analysis showed that the 3 dimensions of organizational justice, namely, distributive, procedural, and interactional, had a positive effect on teachers' work engagement. In addition, psychological safety played a partial mediating role in the association between organizational justice and work engagement. Theoretical and practical implications are discussed, and directions for future research are suggested.

Fair? I Don’t Care: Examining the Moderating Effect of Workplace Cynicism on the Relationship Between Interactional Fairness and Perceptions of Organizational Support From a Social Exchange Perspective

2016 ◽  
Vol 24 (3) ◽  
pp. 401-413 ◽  
Author(s):  
Brian J. Collins
Keyword(s):  
Field Study ◽  
Social Exchange ◽  
Organizational Support ◽  
Moderating Effect ◽  
Future Research ◽  
Full Time ◽  
Positive Direct ◽  
The Relationship ◽  
Positive Effect ◽  
Practical Implications

This article examines how workplace cynicism moderates the relationship between interactional fairness and perceptions of organizational support (POS). Using a sample of full-time employees, I found a positive, direct effect between interactional fairness and POS. Furthermore, the moderating effect suggests the relation between interactional fairness and POS was stronger for less cynical employees. Incorporating a social exchange framework, this article discusses how the typically positive effect of interactional fairness is lost on cynical employees. This result was confirmed using a controlled scenario-based protocol, which replicated the results of the field study. Practical implications and directions for future research are discussed.

Job insecurity and compensation evaluations: the role of overall justice

2016 ◽  
Vol 54 (3) ◽  
Author(s):  
Jeffrey Joseph Haynie ◽  
Daniel J. Svyantek ◽  
Matthew J Mazzei ◽  
Virajanand Varma
Keyword(s):  
Organizational Justice ◽  
Design Methodology ◽  
Job Insecurity ◽  
Future Research ◽  
Pay Satisfaction ◽  
Overall Justice ◽  
The Impact ◽  
Practical Implications ◽  
Satisfaction Relationship

Purpose The present study examined the relations of job insecurity with pay and incentive satisfaction and the role of overall justice in these relationships. Design/methodology/approach The authors surveyed employees of an industrial equipment sales firm located in the Southeastern United States. Surveys were completed by 151 employees using instruments assessing job insecurity, overall justice, pay satisfaction, and incentive satisfaction. Findings The study results indicated job insecurity is negatively related to both pay and incentive satisfaction. Further, the study found that overall justice mediated the job insecurity to pay satisfaction relationship, but not the job insecurity to incentive satisfaction relationship. Research limitations/implications Because overall justice only explained the job insecurity-pay satisfaction relationship, future research should examine other potential mediators to better understand these disparate effects when compared with incentive satisfaction. Future research should also examine our model with a larger sample using a time-lagged design to further mitigate the limitations of the study. Practical implications The results of this study suggest that employees who contain a strong fear of job loss tend to experience reduced pay and incentive satisfaction levels. Managers should do what they can to limit the impact of job insecurity on these attitudes and provide additional training to employees in coping strategies so that they might better deal with the job insecurity stressor. Originality/value Integrating the literatures on stress appraisal and organizational justice, the empirical model provides understanding of how job stressors and perceptions of organizational justice influence pay and incentive satisfaction.

scholarly journals Police Officers’ Best Friend?: An Exploratory Analysis of the Effect of Service Dogs on Perceived Organizational Support in Policing

2021 ◽  
pp. 0032258X2110447
Author(s):  
Kenneth M Quick ◽  
Eric L Piza
Keyword(s):  
Mental Health ◽  
Police Officer ◽  
Organizational Support ◽  
Police Officers ◽  
Perceived Organizational Support ◽  
Future Research ◽  
Full Time ◽  
Police Departments ◽  
Service Dogs ◽  
Service Dog

This study explored the effectiveness of a novel technique for police departments to support their officers and promote wellness: the use of service dogs. We evaluated officer perceptions in two mid-sized, municipal police departments that have wellness programs with a service dog that is permanently assigned to a full-time police officer handler: Groton and Naugatuck, Connecticut. We assessed six factors believed to influence police officer wellness including: operational and organizational stress using the Police Stress Questionnaire; topical stressors including those related to the COVID-19 pandemic, police use of force and community relations, and police reform efforts; Perceived Organizational Support (POS); receptivity to service dogs; and willingness to seek assistance for mental health issues. We found evidence that exposure to service dogs is significantly linked to both POS and receptivity to service dogs in policing. We also found that officer willingness to seek their department’s assistance regarding mental health approaches significance with greater exposure to the service dog ( p = .07). Although we found no significant evidence that exposure to service dogs is linked to stress reduction, we found that police reforms pose a substantial perceived stress on officers in the study. This finding presents a serious challenge for reformers that risks undermining officer wellness. Implications of our findings and recommendations for future research are discussed.

scholarly journals Work Engagement: The Impact of Psychological Capital and Organizational Justice and Its Influence on Turnover Intention

2019 ◽  
Vol 4 (1) ◽  
pp. 86-91
Author(s):  
Kiky D.H. Saraswati
Keyword(s):  
Organizational Justice ◽  
Work Engagement ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Employee Retention ◽  
Psychological Capital ◽  
Jel Classification ◽  
Personal Resource ◽  
The Impact ◽  
Positive Effect

Objective - To remain competitive, organizations must be able to adapt to change and increase their performance. In order to increase performance, organizations must focus on how they manage their employees, including how to retain them. Previous studies have shown that work engagement (WE) has a positive effect on employee retention (Schaufeli & Bakker, 2004). The JD-R Model suggests that WE is influenced by enhancing personal and job resources (Schaufeli, 2017). This research aims to investigate the impact of both of those resources on WE. The personal resource measured in this study is psychological capital while the job resource measured is organizational justice. Furthermore, this research also aims to determine the extent to which WE can be used to predict employee turnover. Methodology/Technique - A quantitative method is implemented in this study by distributing a Utrecth Work Engagement Scale, Psychological Capital Questionnaire, Organizational Justice Questionnaire, and Turnover Intention Scale to 243 employees working in a manufacturing company in Jakarta, Indonesia. Findings - The results of this research conclude that psychological capital and organizational justice have a significant effect on WE (F= 15.231; p <0.05). Further analysis also concludes that WE has a significant impact on employee turnover (F= 10.888; p <0.05). Novelty - The findings of this study indicate that organizations should create and maintain employees WE in order to increase employee retention, while WE can be promoted by improving the psychological capital and providing fair treatment to all employees. Type of Paper: Empirical. Keywords: Organizational Justice; Psychological Capital; Turnover Intention; Work Engagement. JEL Classification: M10, M12, M19.

scholarly journals Is Perceived Organizational Support an Antecedent of Employee Behaviour?

2021 ◽  
Vol 11 (1) ◽  
pp. 351
Author(s):  
Nor Azima Ahmad ◽  
Siti Salwa Salim ◽  
Fariza Md Sham
Keyword(s):  
Organizational Commitment ◽  
Procedural Justice ◽  
Organizational Citizenship ◽  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Supervisor Support ◽  
Equation Model ◽  
The Impact ◽  
Practical Implications

Employee is one of the most valuable asset in an organization. It is important to provide support to the employee to ensure their welfare is guaranteed. This paper measures the impact of perceived organizational support on employee behaviour.  Questionnaire survey data was collected from 114 respondents who are presently employed at a public organization in Malaysia. The partial least squares structural equation model (PLS-SEM) was used to test the hypotheses. There are four findings derived from the data, first: supervisor support negatively correlated with organizational commitment. Second, supervisor support positively correlated with organizational citizenship behaviour. Meanwhile, third procedural justice positively correlated with organizational commitment. Lastly, procedural justice positively correlated with organizational citizenship behaviour. Theoretical and practical implications, as well as limitations, are discussed.

Sheriff’s deputies and police officers: comparing their views

2017 ◽  
Vol 40 (1) ◽  
pp. 99-111 ◽  
Author(s):  
William P. McCarty ◽  
Stacy Dewald
Keyword(s):  
Organizational Justice ◽  
Police Officers ◽  
Police Departments ◽  
Law Enforcement Agencies ◽  
Content Type ◽  
Dependent Variables ◽  
The Usa ◽  
Municipal Police ◽  
Municipal Police Departments ◽  
Practical Implications

Purpose The purpose of this paper is to compare views of the community, views of the organization head, and perceptions of organizational justice between deputies working in sheriff’s offices and officers working in municipal police departments. Design/methodology/approach This study used surveys of 2,012 sworn deputies representing 19 full-service county sheriff’s offices and 10,590 sworn officers representing 70 municipal police departments. Bivariate and multivariate analyses were used to compare the three dependent variables between sheriff’s offices and municipal police departments. Findings Deputies in sheriff’s offices expressed more positive views of the community and organization head, and more favorable perceptions of organizational justice than officers in municipal police departments. Regression analyses indicated that views of the organization head and perceptions of organizational justice remained significantly more positive in sheriff’s offices than municipal departments, even after controlling for agency size and concentrated disadvantage. Research limitations/implications The sample of agencies should not be considered as a representative of all sheriff’s offices and municipal police departments in the USA. The number and scope of agency-level variables included in the regression models were limited. Practical implications The results suggest the importance of ensuring more equitable systems of rewards and organization heads taking steps to communicate more effectively with sworn personnel, especially in municipal departments. Originality/value By its focus on sheriff’s offices, the study broadens knowledge of law enforcement agencies and sworn personnel, which is usually based on studies of municipal police departments and officers.

Contingent conditions on the effectiveness of salesperson acquisition-retention ambidexterity: the motivation–opportunity–ability framework

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yaqin Zheng ◽  
Dong Liu ◽  
Yi Zheng ◽  
Zhimei Zang
Keyword(s):  
Hierarchical Linear Modeling ◽  
Sales Performance ◽  
Future Research ◽  
Sales Managers ◽  
Linear Modeling ◽  
Content Type ◽  
Moa Framework ◽  
The Impact ◽  
Positive Effect ◽  
Practical Implications

Purpose This study aims to investigate moderators affecting the impact of salesperson acquisition-retention (AR) ambidexterity on sales performance based on the motivation-opportunity-ability (MOA) framework. Design/methodology/approach The authors collected triadic data through 391 questionnaires from salespeople, 50 questionnaires from sales managers and archival data about each salesperson’s performance. Hierarchical linear modeling was applied to test the hypotheses. Findings The results indicate that salesperson AR ambidexterity positively affects sales performance. The positive effect is strengthened by capability control but weakened by outcome control and activity control. The authors also find that sales experience and market attractiveness hurt the effectiveness of salesperson AR ambidexterity. Research limitations/implications First, this study does not examine the mediating mechanism underlying the effect of salesperson AR ambidexterity. Second, sales-service ambidexterity is another ambidextrous variable for salespeople. Future research can consider AR and sales-service ambidexterity together. Practical implications First, managers should be cautious when encouraging experienced salespeople to conduct AR ambidexterity. Second, managers need to use capability control to motivate salespeople with AR ambidextrous behaviors. Third, AR ambidexterity could be not required in a market with many opportunities. Originality/value Although some studies have examined the effectiveness of salesperson AR ambidexterity, they reveal inconsistent findings, which suggest contingent conditions on the effectiveness of salesperson AR ambidexterity. However, the attention on the contingent conditions is limited. Therefore, this paper systematically investigates the contingent conditions from the MOA framework. The findings provide some insights into when salesperson AR ambidexterity is effective.

scholarly journals Understanding work engagement through multi-level investigations: From antecedents to outcomes

2021 ◽  
Vol 8 (2) ◽  
pp. 6-16
Author(s):  
Hamza et al. ◽  
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Simple Random Sampling ◽  
Business Environment ◽  
Equation Modeling ◽  
Future Research ◽  
Cross Sectional ◽  
The Impact

Work engagement is a valuable organizational resource, and it has many positive outcomes. In today’s dynamic and competitive business environment, organizations can only be successful when they have an engaged workforce. The current study examines how supervisors support and fairness is important for employee’s work engagement and how the role of perceived organizational support is significant in an employee's workplace. In line with Organizational Support Theory (OST) and Conservation of Resource Theory (CRT), the current study is an empirical attempt to explain antecedents that could increase work engagement and resultantly fetch productivity and profit in the context of South Asia (the case of Pakistan) by considering the outcomes. This cross-sectional study draws data through structured questionnaires from 310 employees of eight mega retail stores by using simple random sampling. The outcomes of Structural Equation Modeling (SEM) analysis revealed a positive effect of supervisors’ support and organizational fairness on work engagement through the mediation of Perceived Organizational Support (POS) and explained the impact of work engagement on task performance and career satisfaction of employees. The current study tested the model for work engagement; future research might test the model using other employee factors (employee sustainability or motivation) in order to test continuous employee behaviors in their workplaces.

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