Individual-Level Cultural Values as Moderators of Perceived Organizational Support–Employee Outcome Relationships in China: Comparing the Effects of Power Distance and Traditionality

Purpose – Employee trust research has been criticized for restricted theoretical conceptualization, limited contextual application and low replication of measures in organizational studies. The purpose of this paper is to expand the theoretical framework underpinning individual-level organizational trust to include cognitive and socio-affective components in order to examine trust determinants in a unique cultural setting. Design/methodology/approach – A national survey of 653 employees from six companies in Jamaica completed the perceived organizational support scale, perceived organizational justice scale, employee trust propensity scale and the organizational trust measure (Rawlins, 2008) after focus groups revealed the role of socio-cultural values in employee trust relationships. Findings – Controlling for common methods variance, confirmatory factor analyses revealed that a model of organizational trust that included a combination of cognitive and socio-affective determinants was more valid in the Jamaican culture than a model comprised of cognitive determinants alone. National social values of justice and respect were significant determinants of employee trust. Results also provide validity evidence for the previously non-replicated Rawlins trust scale, thereby, providing future researchers with a measure that can be readily replicated. Research limitations/implications – Employee trust levels influenced participation and consequently restricted the sample size and industry profile of the survey. Cross-cultural trust researchers are, therefore, encouraged to design studies with similar subject loss projections. Originality/value – Strict focus on the collectivistic/individualistic dimension of culture restricts researchers’ ability to measure trust effectively across a range of settings. The authors, therefore, propose the uncertainty avoidance dimension as a more valid paradigm to understand inter-cultural differences in trust orientations, particularly in restricted trust domains.

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Social network behavior inappropriateness: the role of individual-level espoused national cultural values

Information Technology and People ◽

10.1108/itp-05-2020-0301 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Manjul Gupta

Keyword(s):

Social Network ◽

Cultural Values ◽

Power Distance ◽

Interdisciplinary Approach ◽

The United States ◽

Uncertainty Avoidance ◽

Network Behavior ◽

Content Type ◽

Individual Level

PurposeThe purpose of the current study is to investigate the effects of individual-level (espoused) cultural values (collectivism, power distance, uncertainty avoidance, masculinity and long-term orientation) on the individuals' acceptability of inappropriate social network behaviors.Design/methodology/approachThe study employs survey data collected from 482 social network users (261 in the United States and 221 from India).FindingsResults show that individuals with high power distance, masculinity and long-term oriented cultural values are more accepting of inappropriate social network behaviors of others, while those with strong uncertainty avoidance cultural values have high degree of social network behavior inappropriateness, which is defined as the extent to which behaviors of social network users are considered unacceptable by others.Research limitations/implicationsThe paper highlights the need for more academic research on the intersection of culture and social network behaviors. This study emphasizes the need for adopting an interdisciplinary approach to understand individuals' social network behaviors.Practical implicationsThe paper offers recommendations to global organizations pertaining to the need for creating social network policies in such a way that encourages their global workforce to openly, yet respectfully, share their ideas using social networks.Originality/valueUsing an interdisciplinary approach, the present study extends our understanding of a recently proposed social network behavioral inappropriateness construct and explains how differences in cultural values may lead to differences in individuals' social network behaviors.

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Can Empowerment and Organizational Support for Development Stem Turnover? It Depends on Power Distance

South Asian Journal of Human Resources Management ◽

10.1177/2322093717705278 ◽

2017 ◽

Vol 4 (1) ◽

pp. 72-95 ◽

Cited By ~ 1

Author(s):

Morgan S. Wilson ◽

Anjali Chaudhry

Keyword(s):

Software Development ◽

Low Power ◽

High Power ◽

Organizational Support ◽

Psychological Empowerment ◽

Power Distance ◽

Individual Level ◽

High Power Distance

Research on the effects of psychological empowerment and organizational support for development (OSD) on turnover reveals mixed findings. Based on attraction–selection–attrition theory, we developed a model that examines individual-level power distance as a moderator of the relationships between psychological empowerment and turnover and OSD and turnover. Using a sample of 240 employees of a US software development company in India, we found that psychological empowerment was associated with higher turnover for high power distance employees and lower turnover for low power distance employees. Additionally, OSD was associated with higher turnover for high power distance individuals.

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NILAI - NILAI PERSONAL PEMBENTUK PERSEPSI DUKUNGAN ORGANISASI

Jurnal Psikologi Teori dan Terapan ◽

10.26740/jptt.v4n2.p152-159 ◽

2014 ◽

Vol 4 (2) ◽

pp. 152

Author(s):

Umi Anugerah Izzati ◽

Fendy Suhariadi ◽

Cholichul Hadi

Keyword(s):

High School ◽

Cultural Values ◽

Junior High School ◽

Organizational Support ◽

Perceived Organizational Support ◽

School Teacher ◽

Personal Values ◽

Measurement Instrument ◽

High School Teacher ◽

Self Control

This study aims to determine the influence personal values to perceived organizational support to the Junior High School teacher. This research is a quantitative method. The subjects were high school teachers who work in the private Islamic Education Foundation inSurabaya. Measurement instrument used is the scale of values personal and organizational support perception scale. While data analysis techniques using multiple regression analysis. The results showed that of the top ten personal values, there are only three personal values that influence perceived organizational support that are security, conformity, tradition. This suggests that in order to improve the perception of organizational support needed teachers who value personal safety, have self-control against the wishes and encouragement that violate social norms in force, the respect, commitment and acceptance of one's will of cultural values and religious affiliations.Abstrak: Penelitian ini bertujuan untuk mengetahui pengaruh nilai-nilai personal terhadap persepsi dukungan organisasi pada guru Sekolah Menengah Pertama. Penelitian ini mennggunakan metode kuantitatif. Subyek penelitian ini adalah guru-guru Sekolah Menengah Pertama swasta yang bekerja dalam Yayasan Pendidikan Islam di Surabaya. Instrumen pengukuran yang dipakai adalah skala nilai-nilai personal dan skala persepsi dukungan organisasi. Sementara teknik analisis data menggunakan analisis multiple regresi. Hasil penelitian menunjukkan bahwa dari sepuluh nilai-nilai personal, hanya ada tiga nilai-nilai personal yang mempengaruhi persepsi dukungan organisasi yaitu security, nilai personal conformity, dan nilai personal tradition. Hal ini menunjukkan bahwa untuk meningkatkan persepsi dukungan organisasi dibutuhkan guru-guru yang memiliki nilai personal rasa aman, memiliki pengendalian diri terhadap kemauan dan dorongan yang dianggap melanggar norma-norma sosial yang berlaku, adanya rasa hormat, komitmen dan penerimaan seseorang akan nilai-nilai budaya dan agama yang dianut.

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THE ROLE OF INDIVIDUAL AND CONTEXTUAL FACTORS ON THE EMERGENCE OF EMPLOYEES’ VOICE BEHAVIOR

Jurnal Psikologi ◽

10.14710/jp.19.1.35-50 ◽

2020 ◽

Vol 19 (1) ◽

pp. 35-50

Author(s):

Muhammad Ibrahim ◽

Andin Andiyasari ◽

Corina D. Riantoputra

Keyword(s):

Organizational Support ◽

Online Survey ◽

Perceived Organizational Support ◽

Power Distance ◽

Negative Relationship ◽

Survey Method ◽

Voice Behavior ◽

Power Distance Orientation ◽

Negative Effect ◽

The Impact

The purpose of the study is to examine the impact of individual (power distance orientation) and contextual (perceived organizational support) factors on voice behavior. The study utilized online survey method using google form on 103 employees in DKI Jakarta and its surrounding areas using a measuring instrument with reliability between .77-.81. The results of moderated regression analysis found that (1) power distance orientation has a negative effect on voice behavior; (2) perceived organizational support as a moderator has imperative role in explaining the relationship between power distance orientation and voice behavior. Perceived organizational support strengthens the negative relationship between power distance orientation and voice behavior. This study explained 38% of the formation of voice behavior. High perceived organizational support became significant factor in strengthening employees with low power distance orientation to exhibit voice behavior. The study was revealed the interaction between power distance orientation, perceived organizational support, and voice behavior.

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Cultural and Organizational Perceptions of Support Towards Mental Health Outcomes: A Study of Maori Employees

Labour Employment and Work in New Zealand ◽

10.26686/lew.v0i0.1702 ◽

1970 ◽

Author(s):

Jarrod M. Haar ◽

David Broughman

Keyword(s):

Mental Health ◽

Health Outcomes ◽

Cultural Values ◽

Organizational Support ◽

Structural Equation ◽

Perceived Organizational Support ◽

Strong Predictor ◽

Cultural Beliefs ◽

Mental Health Outcomes ◽

Equation Modeling

The present study tests a culturally specific dimension of perceived organizational support (POS) based on support for Maori culture in the workplace. Metaanalyses of POS have shown it to be a strong predictor of many employee outcomes, and we extend the literature by testing perceived organizational support for culture (POSC) on a group of 345 employed Maori. The present study suggests that indigenous employees will perceive greater support from their organizations when their cultural values and beliefs are upheld and supported, which should lead to beneficial effects. Due to the high prevalence amongst Maori, we test this towards mental health outcomes. Data was collected in two time periods, with POS and POSC collected at time one and mental health outcome at time two (two weeks later). Structural equation modeling was utilized to test the study measures and the measurement model met all the minimal requirements. In particular, POSC and POS were found to be distinct constructs and both correlated significantly and negatively with mental health outcomes. POSC was found to be positively related to POS and negatively related to anxiety, depression and insomnia. An additional mediation model was run, where POS was tested as mediating the effects of POSC towards outcomes and this was fully supported. Overall, POSC predicted POS and in turn, POS predicted all mental health outcomes in the expected direction. The present study suggests that support for indigenous employee’s cultural beliefs is likely to have positive indirect effects towards mental health, working through employee perceptions of support.

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