Moderated mediation between work–life conflict and employee turnover intentions: the role of job dissatisfaction and workplace social support

Purpose The purpose of this study was to examine a moderated mediation model of job dissatisfaction and workplace social support in the relationship between work–life conflict and turnover intentions. Design/methodology/approach Data were collected in a cross-sectional survey of 220 police investigation officers. Partial least squares structural equation modeling was applied for data analysis. Findings Empirical findings of study indicate that work–life conflict enhances employee turnover intentions by creating job dissatisfaction. However, workplace social support buffers this effect and reduces turnover intentions by weakening the effect of work–life conflict on job dissatisfaction. Research limitations/implications This study contributes to personnel management and organizational psychology literature by explaining how workplace social support can affect the mediating process of job dissatisfaction through which the relationship between work–life conflict and turnover intentions is determined. The limitations are related to external validity, single source data and cross-sectional nature of data. Practical implications Organizational leaders and practitioners can take insights from the findings of this study that if workplace social support prevails at a level greater than work–life conflict, it will nullify or suppress the effect of work–life conflict on turnover intentions by reducing job dissatisfaction. Originality/value The originality value of this study is that it has addressed the scarcity of testing boundary conditions of the indirect effect of work–life conflict on turnover intentions through job dissatisfaction.

Why Are Workplace Social Support Programs Not Improving the Mental Health of Canadian Correctional Officers? An Examination of the Theoretical Concepts Underpinning Support

In Canada, public safety personnel, including correctional officers, experience high rates of mental health problems. Correctional officers’ occupational stress has been characterized as insidious and chronic due to multiple and unpredictable occupational risk factors such as violence, unsupportive colleagues and management, poor prison conditions, and shift work. Given the increased risk of adverse mental health outcomes associated with operational stressors, organizational programs have been developed to provide correctional officers with support to promote mental well-being and to provide mental health interventions that incorporate recovery and reduction in relapse risk. This paper uses two theories, the Job Demand Control Support (JDCS) Model and Social Ecological Model (SEM), to explore why workplace social support programs may not been successful in terms of uptake or effectiveness among correctional officers in Canada. We suggest that structural policy changes implemented in the past 15 years have had unintentional impacts on working conditions that increase correctional officer workload and decrease tangible resources to deal with an increasingly complex prison population. Notably, we believe interpersonal support programs may only have limited success if implemented without addressing the multilevel factors creating conditions of job strain.

Perceived work environment and patient-centered behavior: A study of selected district hospitals in the central region of Ghana

Introduction Quality work environment has been established as a marker of employee value creation. A plethora of qualitative evidence suggested that sustained focus on employee satisfaction through changes in the work environment, communication of patient-centered care strategic vision, management of staff workload, and workplace social support are factors that stimulate Patient-centered care. Yet, it seems that the effect of work environment on the patient-centered behavior of hospital employees has not been statistically estimated, and it is unclear which of the elements of the work environment best predict patient-centered behavior. Methods Using a survey design and quantitative methods to gather and analyze data, a sample of 179 respondents from three district hospitals were included in the study using a multi-stage proportional sampling technique. Data were collected using self-administered Likert item questionnaires. Simple linear regression was used to estimate the influence of work environment elements on patient-centered behavior. Stepwise multiple regression was used to determine the best predictors of patient-centered behavior of hospital employees. Results Perceived internal communication of patient-centered care strategies (β = 0.23; P<0.001), supervisor support (β = 0.31; P<0.001), coworker support (β = 0.50; P<0.001), and working conditions (β = 0.18; P<0.013) had a positive significant effect on patient-centered behavior of employees. Good predictors of employees’ patient-centered behavior were perceived coworker support (β = 0.51; P<0.001) and job characteristics (β = 0.16; P<0.01). Conclusion The work environment of hospital employees significantly affects their patient-centered behavior. Co-worker support and job characteristics were the best predictors of the patient-centered behavior of hospital employees. Hospitals Managers seeking to improve patient-centered behavior through employee value creation may consider improved job characteristics in combination with workplace social support and or communication of PCC strategies and goals.

Workplace Social Support and Attitude toward Enterprise Resource Planning System

To respond to competitive environment, many organizations have invested in enterprise resource planning system in order to improve workflow and increase the efficiency of shared services for the last two decades. Nevertheless, most organizations often fail to utilize and explore the new information system's functionalities to achieve their expected objectives as promised. This brutal fact reveals implicitly that there is an urgent need to improve the knowledge of understanding why and how employees accept and use new information systems. Particularly, in many cases, the reasons for the new information system's failure are neglecting social factors and a lack of change management. In view of such, the main aim of this study is to investigate the relationship between workplace social support and employee's attitude toward enterprise resource planning system from the perspective of organizational change. Results from a sample of 334 respondents in Taiwan revealed that workplace social support not only influences employee's attitude towards enterprise resource planning system directly, but also exerts its influences indirectly via affective commitment to organization and affective commitment to change.