Supervisor Support and Organizational Commitment: The Role of Work–Family Conflict,Job Satisfaction,and Work–Life Balance

Building on conservation of resources theory and social exchange theory, the author examined the relationship between supervisor support and organizational commitment through work–family conflict, work–life balance, and the job satisfaction of employees working in the financial sector in Australia. The study comprised 305 employees recruited through an online survey. Results indicate that supervisor support is negatively related to work–family conflict. In turn, work–life balance and job satisfaction are negatively linked to work–family conflict. The results further show that both work–life balance and job satisfaction are positively related to organizational commitment. Theoretical and practical implications, as well as limitations, are discussed.     

Reasons Why College-Educated Women Change Employment

This paper examines selected employee turnover issues using data derived from a survey of graduates from a Midwestern women's college over a ten year period. As hypothesized, organizational commitment was positively related to job commitment, and employee commitment, defined as being composed of organizational and job commitment foci, was positively related to job satisfaction, supervisory support, and organizational career support. In general, the results show women were fairly similar to men in terms of why they change employment or in terms of what companies could have done to retain them.     

Extra‐Role Behavior among Mexican Employees: The Impact of LMX,Group Acceptance,and Job Attitudes

The current field study took place within a Mexican work setting, consisting of 100 white‐collar employees representing a variety of professional job categories. The study investigated the direct effect of the supervisor–employee relationship (leader–member exchange) quality and group acceptance on employees' propensity to engage in activities beyond their formal work roles (extra‐role behavior). The mediating influences of the employees' job satisfaction level and organizational commitment were also taken into consideration when accounting for extra‐role behavior. Results suggest that relationships Mexican employees share with their supervisor have a direct impact on their extra‐role behavior. Social exchange, key to both extra‐role behavior and leader–member exchange, is proposed as the operating mechanism associating the two constructs. Results also indicate that organizational commitment plays a partial mediating role between leader–member exchange and extra‐role behavior.     

主管承诺理论研究述评

主管承诺（supervisory commitment or commitment to supervisor）是20世纪80年代以来在组织承诺（organizational commitment or commitment to organization）基础上发展起来的员工承诺理论的一个分支。对它的测量,学者们主要是借鉴Allen和Meyer与O’Reilly和Chatman对组织承诺的测量方法,目前属香港学者陈振雄的测量最为细致和全面。对影响主管承诺的前因,学者们目前探索到文化、感受主管支持（PSS）和领导—成员交换（LMX）三个因素。对主管承诺的结果,学者们普遍认为,主管承诺比组织承诺更能影响员工的工作绩效和组织公民行为（OCB）,但在对工作满意感和跳槽意图的影响上还存在不同的意见。另外,在目前大多数学者的研究中,主管承诺与组织承诺是并列关系,但Hunt和Morgan更主张二者是因果关系,而且是主管承诺带来组织承诺。在全面述评的基础上,作者对未来的研究提出了四点展望。     

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.     

Placing perceptions of politics in the context of the feedback environment, employee attitudes, and job performance

The authors proposed a model suggesting that organizational environments supporting high levels of informal supervisor and coworker feedback are associated with lower employee perceptions of organizational politics. Furthermore, these lowered perceptions of politics were proposed to result in higher employee morale (as reflected in job satisfaction and affective commitment) and, through morale, to higher levels of task performance and organizational citizenship. The proposed mediational model was supported with empirical results from 150 subordinate-supervisor dyads sampled across a variety of organizations. Higher quality feedback environments were associated with lower perceptions of organizational politics, and morale mediated the relationships between organizational politics and various aspects of work performance. These findings suggest that when employees have greater access to information regarding behaviors that are acceptable and desired at work, perceptions of politics are reduced and work outcomes are enhanced.     

Antecedents and consequences of work-family enrichment among Indian managers

The present study identifies core self-evaluations, family support, supervisor support and job characteristics as the antecedents of work-to-family enrichment and family satisfaction, job satisfaction, affective commitment and organizational citizenship behavior (OCB) as its outcomes. The participants (n= 245) were employees from four organizations in India from manufacturing and information technology sectors. The results show that job characteristics and supervisor support were the predictors of work-to-family enrichment and core self-evaluations, family support and supervisor support emerged as the predictors of family-to-work enrichment. On outcomes, work-to-family enrichment are the predicator of job satisfaction, affective commitment and OCB and family-to-work enrichment as the predictor of family satisfaction, job satisfaction, affective commitment and OCB. The implications of the findings are discussed.     

工作绩效与工作满意度、组织承诺和目标定向的关系

在全面回顾工作绩效及其影响因素的基础上,通过关键事件方法和问卷调查方法,对来自全国的1066位雇员进行了施测,运用AMOS软件,对工作绩效结构进行验证性因素分析,并对文中提出的假设进行了检验。之后,提出并验证了影响员工工作绩效的态度因素及整合模型。研究结果显示：工作满意度、组织承诺和目标定向对工作绩效的各个子维度的影响是不一致的。工作满意度越高,员工的工作绩效越好;另一方面,组织承诺和目标定向对雇员工作绩效各个子维度的影响不一致。文章最后对全文进行了总结,并对后续研究给出了建议     

Sticking Out Like a Sore Thumb: Employee Dissimilarity and Deviance at Work*

This study examined demographic‐ and personality‐based employee dissimilarities in relation to organizational and interpersonal deviant behaviors. Perceived organizational support (POS), organizational commitment, perceived coworker support, and coworker satisfaction were proposed as mediators. The results revealed that dissimilarities in ethnicity, Agreeableness, and Openness to Experience were significantly related to organizational deviance; dissimilarities in gender, Conscientiousness, and Extraversion were significantly related to interpersonal deviance. In addition, ethnic dissimilarity negatively predicted POS and organizational commitment, age dissimilarity positively predicted perceived coworker support, Extraversion dissimilarity positively predicted coworker satisfaction, Agreeableness dissimilarity negatively predicted POS, and Openness to Experience dissimilarity negatively predicted POS, organizational commitment, perceived coworker support, and coworker satisfaction. Finally, POS partially mediated the relationship between Agreeableness dissimilarity and organizational deviance. Interpretations of results, implications for management, and future research are discussed.     

Outcomes of work–life balance on job satisfaction,life satisfaction and mental health: A study across seven cultures

This study investigates the effects of work–life balance (WLB) on several individual outcomes across cultures. Using a sample of 1416 employees from seven distinct populations – Malaysian, Chinese, New Zealand Maori, New Zealand European, Spanish, French, and Italian – SEM analysis showed that WLB was positively related to job and life satisfaction and negatively related to anxiety and depression across the seven cultures. Individualism/collectivism and gender egalitarianism moderated these relationships. High levels of WLB were more positively associated with job and life satisfaction for individuals in individualistic cultures, compared with individuals in collectivistic cultures. High levels of WLB were more positively associated with job and life satisfaction and more negatively associated with anxiety for individuals in gender egalitarian cultures. Overall, we find strong support for WLB being beneficial for employees from various cultures and for culture as a moderator of these relationships.     

Consequences of job insecurity and the moderator role of occupational group

In recent decades, transformations in organizations and the labour market have produced an increase in employee job insecurity. In response to this situation, workers present different negative reactions. However, the intensity of these reactions varies across studies that have investigated the outcomes of job insecurity. One possible explanation for this inconsistency may lie in the influence of other factors, such as the occupational group (Sverke et al., 2002). The aim of this study is to provide additional evidence about the relationship between job insecurity and its outcomes (i.e., life satisfaction, job satisfaction, perceived performance and organizational commitment), and examine the moderator role of occupational group in this relationship. The sample was composed of 321 employees from different Spanish organizations. The results showed that job insecurity was directly and negatively related to life satisfaction, job satisfaction and organizational commitment, and they suggest that occupational group moderated relations between job insecurity and three studied outcomes. In the case of life satisfaction and perceived performance, this relationship was stronger among blue collar workers. The relationship between job insecurity and job satisfaction was stronger in white collar workers. The implications and limitations of this study are discussed.     

The relationship between employee attitudes and conflicting expectations for lying behavior

In this study, the author explores the relationship between conflicting ethical expectations for lying behavior and employee attitudes. In a sample of 140 full-time employees, the findings indicated that as the difference between formal codes of ethics and supervisor expectations for lying behavior increases, intentions to turnover and expressed feelings of intrapersonal role conflict increase, and job and organizational satisfaction and affective commitment decrease. However, conflicting ethical expectations were not significantly associated with a commitment to continue in the job.     

Organizational Politics,Perceived Control,and Work Outcomes: Boundary Conditions on the Effects of Politics1

This investigation examined the moderating influences of perceived control (i. e., personal control and job self‐efficacy) on relationships between perceptions of organizational politics and organizational commitment, job satisfaction, intention to turnover, and job stress. Although results failed to support predictions concerning the interaction of perceptions of organizational politics and personal control, some support was found for predictions concerning the interactive influence of perceptions of organizational politics and job self‐efficacy on outcomes. Data from 189 hotel managers supported the hypothesized interactive effects of perceptions of organizational politics and job self‐efficacy for the outcomes of organizational commitment and job satisfaction. These results suggest that job self‐efficacy exacerbates the relationship between perceived politics and certain dysfunctional attitudes.     

Quality of the Execution of Corporate Safety Policies and Employee Safety Outcomes: Assessing the Moderating Role of Supervisor Safety Support and the Mediating Role of Employee Safety Control

To reduce the risk of injury and promote job safety, many organizations have attempted to establish safety policies. This study examined the presumed benefits of safety policies and the roles of two organizational variables (supervisor safety support and employee safety control) on safety outcomes and satisfaction with the company. Results showed that quality of the execution of corporate safety policies, supervisor safety support, and employee safety control play critical roles in predicting both injury incidence and satisfaction with the company. These findings highlight the importance of integrating both organizational safety policies and relevant organizational constructs to improve organizational safety.     

Work-family Conflict,Work-family Culture,and Organizational Citizenship Behavior Among Teachers

Two hundred three teachers completed measures of work-family culture, work-family conflict, organizational commitment, job satisfaction, and organizational citizenship behavior (OCB). Pearson correlations indicated that OCB was related negatively to work-family conflict, and positively to work-family culture, job satisfaction, and organizational commitment. Hierarchical regression analyses indicated that work-family culture predicts work-family conflict, and that various forms of work-family conflict predict OCB. Analyses also showed that work-family culture predicts both organizational commitment and OCB, and that organizational commitment does not mediate the relationship between work-family culture and OCB. The findings support the importance for schools to foster a positive work-family culture.     

Leader responsiveness, equity sensitivity, and employee attitudes and behavior

This study investigated the relationships between leader responsiveness to employee requests and employee attitudes and behaviors in a sample of managers and their subordinates. Additionally, the study investigated the moderating effect of an individual difference variable (equity sensitivity), on the relationships between leader responsiveness and employee attitudes and behaviors. Leader responsiveness related significantly with job satisfaction, organizational commitment, and organizational citizenship behavior. Furthermore, equity sensitivity moderated the relationships between leader responsiveness and job satisfaction. Entitleds reported lower job satisfaction when manager fulfillment of employee requests was low than did Benevolents, whereas differences were minimal when manager request fulfillment was high. Implications of the findings were discussed.     

Job definition discrepancy between supervisors and subordinates: The antecedent role of LMX and outcomes

This study proposed that leader–member exchange (LMX) might encourage an employee to define job breadth close to or beyond the level of his/her supervisor's expectation (enlargement effect), while simultaneously fostering a reduction in supervisor–subordinate definition discrepancy on job content (congruence effect). Using data from 184 subordinate–supervisor dyads in Taiwan, we examined the relationships among LMX, job definition discrepancy, in‐role/extra‐role behaviour, and performance rating. Results showed that LMX was positively related to employee relative job breadth and the supervisor–subordinate congruence on job content, supporting the existence of enlargement effect and congruence effect. Additionally, employee relative job breadth was positively related to extra‐role behaviour and the congruence on job content was positively related to in‐role behaviour. However, neither in‐role nor extra‐role behaviour was related to performance rating. Theoretical and practical implications are discussed.     

Some Possible Antecedents of Military Personnel Organizational Citizenship Behavior

Organizational citizenship behavior (OCB) describes actions in which employees are willing to go above and beyond their prescribed role requirements. Little or no attention has been paid to the OCB from military perspective. The purpose of this article is to investigate job satisfaction, organizational commitment, organizational justice, and trust in supervisor as the potential antecedents of OCB in a military setting. The research hypotheses are tested using sample data collected from 301 military personnel. The proposed antecedents were positively related to OCB. Yet, hierarchical regression analysis reveals that job satisfaction, organizational commitment, and trust in supervisor account for unique variances in OCB of the military personnel. Implications for the theory and practice of OCB are discussed, limitations of the study are discussed, and future research directions offered.     

职业生涯高原对员工工作满意度、组织承诺、离职意愿的影响

职业生涯高原是指个体在当前组织中职业生涯发展的停滞。在控制人口统计学变量以及同一方法偏差的基础上,研究发现职业生涯高原的不同维度对不同组织效果变量有不同影响。（1）层级高原对员工工作满意度和组织承诺并没有显著负向影响,但会增加员工离职的可能性。不过,层级高原对员工离职意愿的影响受到工龄的调节;（2）内容高原对员工的工作满意度、组织承诺均具有显著负向影响,并增加员工离开组织的可能性;（3）中心化高原对员工的工作满意度、组织承诺均具负向影响,但对员工离职意愿却没有显著影响     

高承诺组织与员工建言:双过程模型检验

以来自36个组织的223名员工为被试,通过上级、同事和员工自评三方配对的问卷数据,研究探讨了高承诺组织与员工建言行为之间的关系。采用多层结构方程模型等方法进行数据分析,结果发现:(1)高承诺组织对员工建言行为(包括上行建言和平行建言)有显著的促进作用;(2)员工知觉到组织内的职业机会在高承诺组织和上行建言之间起部分中介作用;工作满意度在高承诺组织和平行建言之间起部分中介作用;(3)工作绩效在知觉到职业机会和上行建言之间起正向调节作用;人际关系在工作满意度和平行建言之间起正向调节作用;(4)不光如此,工作绩效还调节着"高承诺组织-知觉职业机会-上行建言"这一中介路径;人际关系还调节着"高承诺组织-工作满意感-平行建言"这一中介路径。文章最后对所得结果、理论和实践意义及未来研究做了讨论。