Affective commitment to the organization, supervisor, and work group: Antecedents and outcomes

Three longitudinal studies investigated the usefulness of distinguishing among employees’ affective commitments to the organization, the supervisor, and the work group. Study 1, with 199 employees from various organizations, found that affective commitments to these entities were factorially distinct and related differentially to their theorized antecedents. Study 2, with a diversified sample of 316 employees, showed that organizational commitment (a) had an indirect effect on turnover through intent to quit, (b) partially mediated the effect of commitment to the supervisor on intent to quit, and (c) completely mediated the effect of commitment to the work group on intent to quit. Study 3, with matched data collected from 194 nurses and their immediate supervisors, determined that (a) commitment to the supervisor had a direct effect on job performance and (b) organizational commitment had an indirect effect on job performance through commitment to the supervisor. However, Study 3 failed to show any effect of commitment to the work group on performance. These findings are interpreted in light of the relative salience of commitment foci with regard to the outcome under study.     

Perceived training intensity and work effort: The moderating role of perceived supervisor support

This study explored the relationships between perceived training intensity, perceived supervisor support, and work effort. The results from a cross-lagged study across a 10-month time span among 323 employees at a Norwegian power supply company revealed a nonsignificant relationship between perceived training intensity and self-reported work effort. Moderation analyses revealed a negative relationship for employees reporting low levels of perceived supervisor support. These findings suggest that line managers are of vital importance for maintaining employees’ work efforts in settings where competence-related stress is prevalent. Among several potential implications for practice, we encourage managers to engage in supportive behaviour, particularly under stressful working conditions.     

Training the supervisor: Integrating a family of origin approach

The replication of intergenerational patterns is considered here within the supervisor-family therapist-and family system, and the proposal of integrating a family of origin approach into the training of supervisors is presented. To become aware of the relation of one's own family of origin issues and their potential impact within the supervision and treatment can effectively improve intervention approaches, benefitting the supervisor, the therapist and the family in treatment. Being considerate of the training needs and levels of supervisors is an important component when integrating family of origin work into the training.     

The relationship of same- and cross-gender work pairs to staff performance and supervisor leadership in residence hall units

This seven campus study found that whether men and women resident assistants report to a hall director of their same or different gender makes no difference in their view of supervisory leadership, satisfaction with the leader, overall job satisfaction, or motivation to extra effort.This research was supported in part by a grant from the Center for Educational Research and Development in the College of Education and the Computer Science Center at the University of Maryland College Park.     

Schedule control,supervisor support and work engagement: A winning combination for workers in hourly jobs?

The changing natures of both work and the lives of the U.S. workforce have created an array of challenges for organizations attempting to foster work engagement. To accommodate the work and family needs of an increasingly diverse workforce, many firms are offering flexible work solutions to employees. However, the distribution of these types of organizational resources is unequal, with workers in lower-wage hourly jobs having the least access to any form of flexibility. The purpose of this paper is to examine the relationship of schedule control, as a form of flexible work practice, and work engagement among workers employed in hourly retail jobs. Authors tested a model whereby the relationship between schedule control and work engagement is mediated by schedule satisfaction and perceived supervisor support. A sample of 1343 full-time hourly retail workers was used to address the study's purpose. Hypothesized relationships were fully or partially supported. Implications for research and practice are discussed.     

The role of the supervisor in career and organizational commitment

Supervisors are increasingly required to support employees in their learning and career development. This study investigated relationships between supervisor support activities and their subordinates' career and organizational commitment. Findings suggested that employees who saw their supervisors as giving them trust and the authority to do the job were more committed to their organization, as were those who perceived their supervisors to engage in feedback and goal-setting. This suggested the potential organizational benefits of performance feedback from managers and the importance of supervisors developing the confidence and skills to delegate effectively and have trust in their subordinates. No relationships were found between supervisor support and career identity, career resilience or career planning. The relationship between perceptions of overall supervisor support and organizational commitment was moderated by employee gender. The findings suggested a positive linear relationship between support and commitment for women, but the association between support and commitment was less straightforward in the male sample.     

Psychoanalytic developmental psychology and the supervision of psychotherapy supervisor trainees

While literature on psychotherapy supervision abounds, literature on supervisor supervision (i.e., the actual supervision of a supervisor trainee who is in the process of learning to supervise) is far more scarce. How might the supervision of supervision process be best understood? What is the developmental experience of supervisor trainees? How can supervisors effectively intervene when working with supervisor trainees? Those questions have been addressed in only the most meagre fashion, and guidance on how to engage in the supervision of supervision is sorely lacking. In this paper, a psychoanalytic developmental framework is used to provide a means of conceptualising the supervisor trainee experience and to suggest a programme by which supervisors can best respond to their supervisor trainees' needs. Supervisor trainee ‘unfolding’ and ‘becoming’ are captured within a developmental progression that punctuates separation and individuation processes. The place of the supervisor – in holding and containing, loosening and liberating, buffering and bolstering, and refuelling and reloading – is considered in the facilitation of supervisor trainee development.     

Leading future orientations for current effectiveness: The role of engagement and supervisor coaching in linking future work self salience to job performance

Recent research suggests that the salience of a future work self has a considerable impact on future-oriented activities such as skill development, career planning, career networking, and job searching. However, little is known as to whether, how, and under what conditions a more salient future work self may influence concomitant work outcomes such as job performance. Drawing on self-regulation theory, we argue that future work self salience (FWSS) affects job performance via its influence on engagement, with this influence amplified as a function of supervisor coaching. Using multi-source and lagged data collected from employees (N = 441), their direct supervisors (N = 98), and archival records in an insurance company, we found that engagement mediated the relationships between FWSS and both supervisor-rated and archival sales performance. Furthermore, the relationships FWSS has with employee engagement and sales performance, as well as the indirect effects of FWSS on two performance indicators, were stronger for employees exposed to higher levels of supervisor coaching.     

Perceived punishment and reward values of supervisor actions

The study investigated employee perceptions about the reward or punishment values inherent in a variety of supervisor actions. Actions viewed as most rewarding were generally actions that possessed (a) public visibility, (b) tangibility, (c) implied esteem, and (d) long-term implications. Actions viewed as punishing or aversive involved similar characteristics. Visibility appeared to be most strongly related to perceived severity. In contrast with suggestions in the literature (cf. León, 1981), substantial levels of agreement among raters were found for aversive as well as rewarding actions. Also reviewed are characteristics of leader actions that received mixed ratings from respondents.     

Toward the differentiation of trust in supervisor and trust in organization

Trust in supervisor and trust in organization are argued to be distinct but related constructs, each with its own set of antecedents and outcomes. Empirical field results supported the proposition. Although trust in supervisor and trust in organization were positively and significantly correlated, trust in supervisor was more strongly associated with proximal variables (ability, benevolence, and integrity of supervisor), whereas trust in organization was more strongly correlated with global variables (perceived organizational support and justice). This conclusion held despite the inclusion of proximal variables in the regression on trust in organization and the inclusion of global variables in the regression on trust in supervisor. In addition to the differential antecedents of trust in supervisor and trust in organization, the outcomes for both variables were different. Trust in supervisor was related to increased innovative behavior and satisfaction with supervisor, and trust in organization was related to higher organizational commitment and lower intention to leave. Therefore, the authors provide clear preliminary data on the distinctiveness of trust in supervisor and trust in organization. One implication of this set of results is that organizations should adopt a more holistic approach in building trust, which can be achieved by focusing on the various constituents of the organization and the various levels (e.g., the supervisor level and the organizational level).     

Loving thy work: developing a measure of work passion

ABSTRACT

Passion for work has become increasingly valued, as reflected by its ubiquity in popular and empirical discourse. Yet we lack scientific consensus on the definition of work passion, and a reliable, well-validated measure of work passion that is relevant to workers across various vocations. In this paper, we identified and integrated key themes from existing scientific conceptualizations into a precise definition: Passion for work means to strongly identify with a line of work that one feels motivated to engage in and derives positive affect from doing. We developed a 10-item Work Passion (WP) scale, which we tested across multiple studies with a total of 858 adults, including working adults from two different English-speaking cultural backgrounds (i.e., United States and Singapore), and a two-wave study of employees from various vocations. Our results showed that work passion is associated with a host of beneficial outcomes, including greater career commitment, lower levels of job burnout, less work-home conflict, and fewer physical symptoms. Our research (1) provides an integrated definition of work passion, (2) offers a reliable, cross-culturally tested scale, and (3) highlights important implications for work outcomes associated with being passionate towards one’s line of work.     

A comparison of supervisor and incumbent estimates of SDy

This study attempted to determine if experienced job incumbents were capable of providing estimates of worth that were similar to those provided by supervisors. The job class investigated in this study was Eligibility Technician, primarily found in Social or Human Services Departments of public agencies. The participants were Eligibility Supervisors (n=120), and Eligibility Technicians (n=203). The Schmidt, Hunter, McKenzie, and Muldrow (1979) global estimation method was used to obtain estimates of worth at the 15th, 50th and 85th percentiles of job performance. The results indicated that job incumbents provided estimates of job worth that were not statistically different from supervisorial estimates.Portions of this paper were presented as part of a symposium entitled,A psychometric and fiscal assessment for selecting eligibility workers: Multiple agency results. Annual meeting of the International Personnel Management Association Assessment Council, Chicago, Illinois, June, 1991.     

Observing home-visiting quality at scale with the home visit rating scales and a supervisor checklist in Peru

As home-visiting programs expand, there is a need to develop cost-effective tools to monitor their quality at scale. We compare the Home Visit Rating Scales (HOVRS), an instrument to measure home-visit process quality widely used in the United States, to a checklist designed for the Peruvian national home-visiting program, Cuna Mas. Both instruments were administered to a sample of 554 home visits and an equal number of mother–child dyads by their 176 home visitors. While the HOVRS was scored on video recordings of the visits by trained coders, the checklist was scored live by Cuna Mas supervisors. We assessed the validity of both measures in their first application in rural Peru, compared their performance, and selected a subset of items in the checklist to propose a simplified, shorter, and more cost-efficient instrument. To this end, we reorganized checklist items into constructs that best mapped those covered by the HOVRS and selected the highest performing according to predefined criteria. We found that both the HOVRS and the checklist had high reliability and acceptable levels of validity. We argue that the simplified checklist could prove useful for quality monitoring of service delivery of at-scale home-visiting programs and as a tool to support in-service training.     

Learnings from a qualitative study into counselling supervision: Listening to supervisor and supervisee

This paper draws on the authors' recent experience of piloting qualitative research into helpful and hindering events in supervision using interpersonal process recall with three supervisor‐supervisee dyads. This paper presents in some detail the findings from one dyad. The authors draw on their experience of the research to raise questions relating to ethics and methodology and the implications for practice are considered.