Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support

Perceived job autonomy has been recognized as a central tenet of work design, leading to a range of positive outcomes. Still, scholars have rightfully questioned its predictive role for several outcomes, including turnover intention as the two have been found to be virtually unrelated. In line with calls for more complex research on the predictive role of perceived job autonomy on employee outcomes, the purpose of this study was to investigate whether the relationship between perceived job autonomy and turnover intention may be prone to contextual influences. Two cross-sectional surveys among 680 Norwegian employees from different public service organizations showed that the relationship between perceived job autonomy and turnover intention was moderated by perceived supervisor support. In support of our hypothesis, the form of the moderations revealed that perceived job autonomy was negatively related to turnover intention only for employees reporting high levels of perceived supervisor support. Implications for practice and directions for future research are discussed.     

A study of the antecedents and consequences of psychological ownership in organizational settings

Psychological ownership is a feeling of possession in the absence of any formal or legal claims of ownership. In this study, the authors aimed to extend previous empirical testing of psychological ownership in work settings to encompass both job-based and organization-based psychological ownership as well as related work attitudes and behavioral outcomes. Questionnaire data from 68 employees and their managers revealed that job-based psychological ownership and organization-based psychological ownership are distinct work attitudes that are distinguishable from job satisfaction and organizational commitment. Psychological ownership predicted job satisfaction and organizational commitment and mediated the relationship between autonomy and these work attitudes. There was no support for a relationship between psychological ownership and behavioral outcomes. The authors discuss the limitations of the study and the implications of psychological ownership.     

Goal engagement in coping with occupational uncertainty predicts favorable career-related outcomes

We investigated whether goal engagement and disengagement in coping with occupational uncertainty (e.g., perceptions of growing difficulties in career planning and lacking job opportunities) predicts three objective career-related outcomes: job loss, job finding, and income change. We also tested for the buffering effects of these coping strategies on the association between objectively unfavorable labor market conditions (as indicated by regional unemployment rates) and these outcomes. We used four-wave survey data from a longitudinal sample of 620 German adults aged 16–43 years at the first wave and analyzed changes in the three career-related outcomes across 1294 pairs of successive annual waves. Analyses revealed that goal engagement predicted a higher chance of job finding over one year. Moreover, goal engagement buffered the association between higher regional unemployment rates and a higher likelihood of job loss, as well as a lower income, over one year. Goal disengagement predicted a lower income but had no other statistically significant effects. Thus, even in a relatively highly regulated labor market like the German one, goal engagement in coping with occupational uncertainty can contribute to objective career success.     

A matter of style? Testing the moderating effect of driving styles on the relationship between job strain and work-related crashes of professional drivers

Different empirical studies suggest that both job strain and driving styles are significant contributors to the work-related traffic crashes suffered by professional drivers. Nevertheless, the current evidence falls considerably short when explaining why driving styles may modify (or not) the relationship between occupational stressors and professional drivers’ safety outcomes. The aim of this study was to examine whether driving styles moderate the effect of job strain on professional drivers’ Work Traffic Crashes (WTCs). This research was performed using the data collected from a sample of 753 professional drivers, responding to a self-report questionnaire on job strain (work stress indicator of the Job Demand-Control model), driving styles and work-traffic safety outcomes suffered in the past two years. Regression-based moderation analyses suggest that the job strain of professional drivers is positively associated with the occupational traffic crashes they suffer, and that such association is stronger in drivers with “reckless & careless”, “anxious”, and “angry & hostile” driving styles. Meanwhile, the “patient & careful” (positive) driving style was not associated with a lower risk of suffering a WTC, nor with a lower vulnerability to stress-related WTCs. The results of this study support the hypothesis that driving styles exert a statistical moderation between the job strain and the occupational traffic crashes suffered by professional drivers. These findings may support the design of evidence-based interventions in both the organizational and individual levels, focused stress-related factors and driving styles as predictors of work traffic crashes.     

The Prediction of Students' Satisfaction with Community College Vocational Training

The present study was conducted with 1,632 college vocational students in North Carolina to test the job satisfaction postulate of Rusbult's (1980a) investment model. The model postulate, that satisfaction is a function of perceived positive and negative outcomes, received support and proved to be defensible even after controlling for a broad array of situational variables. This postulate has also received empirical support from studies of satisfaction with business relationships, friendships, and romantic associations. The present study also introduced a new measure of outcomes: the Perceived Outcomes of College Life measure.     

Le soutien organisationnel perçu peut-il agir comme une ressource sociale ? Une analyse sous l’angle de la théorie de la conservation des ressources

This paper reports an empirical study in which perceived organizational support is considered as a social resource in a stress model conceived within the perspective of Conservation of Resources theory. A study conducted among 181 employees and their supervisors reveals that role stressors impact work outcomes through perceptions of anticipated or actual resource loss and lack of resource gains. Moreover, perceived organizational support exerts a moderating effect in the relationships between resource loss and lack of resource gains and emotional exhaustion, affective commitment, and job performance. We discuss the implications of these findings for our understanding of the psychological mechanisms associated with perceived organizational support.     

The effects of newcomer proactive behaviours on socialization outcomes: A meta-analysis

Organizational researchers and practitioners have shown increasing interest in how newcomer proactivity contributes to socialization. This meta-analysis synthesizes the existing empirical research that examines the relationships between frequently performed newcomer proactive behaviours (sensemaking, relationship building, positive framing and job change negotiation) and proximal and distal socialization outcomes. Proximal outcomes include role clarity, task mastery and social integration; distal outcomes include job performance, job satisfaction, organizational commitment and turnover intention. Based on 45 independent samples (N = 11,508), proactive behaviours were found to be generally beneficial for newcomer socialization. Relative weight analyses identified positive framing as the strongest predictor of five of the seven reviewed outcomes while relationship building accounted for the greatest part of the variance in social integration. Job change negotiation was the weakest predictor of socialization outcomes. The study also explored the impact of boundary conditions, including culture, study design and sample type, on the magnitude of these effects. The paper concludes by discussing the theoretical and practical implications of these findings, along with the study's limitations and suggestions for future research.     

A Swiss–US Comparison of the Correlates of Job Insecurity

Much is known about the general correlates of job insecurity but less about whether the strength of these correlations differs between countries. In order to fill this gap in the literature, the current study explored the correlates of job insecurity as a function of the cultural value of uncertainty avoidance. Specifically, using two samples from countries with very different uncertainty avoidance orientations (Switzerland and the US), we tested whether the relationships of job insecurity with job satisfaction, organisational commitment, and turnover intention are stronger in the Swiss sample. As expected, Swiss respondents scored higher in uncertainty avoidance than their US counterparts. Contrary to expectations, however, the results showed that the relationships between job insecurity and outcomes were stronger in the US than in Switzerland. Substantial differences in the social safety net within the two countries are discussed as a plausible explanation of this finding.     

Employees’ Adaptability and Perceptions of Change-Related Uncertainty: Implications for Perceived Organizational Support,Job Satisfaction,and Performance

Purpose

The literature on organizational change has increasingly recognized that characteristics of change recipients influence their reactions to workplace change. Yet little is known about the influence of employees’ adaptability and change-related uncertainty on their interpretation of organizational actions. We examined these antecedents and the mediating role of perceived organizational support as explanations for employees’ job satisfaction and performance.

Design/Methodology/Approach

A survey was administered to material handling employees from two organizations. Employees completed measures of individual adaptability, uncertainty experienced regarding changes in the workplace, support received from the organization, and job satisfaction. Performance data were collected from the records of one organization.

Findings

Results from both samples support the role of perceived organizational support as a mediator of the relationship between employees’ adaptability and perceptions of change-related uncertainty and employees’ satisfaction and performance.

Implications

Change is a frequent occurrence in today’s workplace; thus, improving employee satisfaction and performance requires the consideration of change-related perceptions and individuals’ dispositions relevant to change. The present study offers insights regarding how organizations may help improve perceptions of organizational support by reducing perceived uncertainty as well as identifying employees who may need assistance to adapt to workplace changes.

Originality/Value

Despite practitioners’ expressed interest, there is scant research examining employees’ adaptability and change-related uncertainty. We provide the first evidence explaining how and why these variables impact important workplace outcomes and extend existing theory by identifying appraisals of the organization (and not the self) as a mechanism explaining stressor–strain relationships.     

Reputation as a moderator of political behavior-work outcomes relationships: a two-study investigation with convergent results

Personal reputation has been acknowledged to have an important influence on work outcomes. However, substantive research has been relatively scarce to date. The 2-study research plan reported here supports reputation's role as a moderator of the relationships between political behavior and the work outcomes of uncertainty, emotional exhaustion, and job performance ratings (i.e., self- and supervisor report). The 1st investigation contained both a pilot study, which was undertaken to demonstrate the consistency of self- and others' perceptions of reputation, and a test of the substantive relationships. The 2nd study served as a constructive replication of the hypothesized relationships. Supporting prior research, Study 1 demonstrated that self-reports of personal reputation were significantly related to peer report. In each study, political behavior was associated with decreased uncertainty and emotional exhaustion and increased job performance ratings for individuals with a favorable reputation. Conversely, political behavior predicted increased uncertainty and emotional exhaustion and decreased job performance ratings for individuals with an unfavorable reputation. Implications of these results, strengths and limitations, and directions for future research are discussed.     

Investing in karma: when wanting promotes helping

People often face outcomes of important events that are beyond their personal control, such as when they wait for an acceptance letter, job offer, or medical test results. We suggest that when wanting and uncertainty are high and personal control is lacking, people may be more likely to help others, as if they can encourage fate's favor by doing good deeds proactively. Four experiments support this karmic-investment hypothesis. When people want an outcome over which they have little control, their donations of time and money increase (Experiments 1 and 2), but their participation in other rewarding activities does not (Experiment 1b). In addition, at a job fair, job seekers who feel the process is outside (vs. within) their control make more generous pledges to charities (Experiment 3). Finally, karmic investments increase optimism about a desired outcome (Experiment 4). We conclude by discussing the role of personal control and magical beliefs in this phenomenon.     

Longitudinal effects of lean production on employee outcomes and the mediating role of work characteristics

The author discusses results from a 3 year quasi-experimental field study (N = 368), which suggest negative effects on employee outcomes after the implementation of 3 lean production practices: lean teams, assembly lines, and workflow formalization. Employees in all lean production groups were negatively affected, but those in assembly lines fared the worst, with reduced organizational commitment and role breadth self-efficacy and increased job depression. A nonequivalent control group had no negative changes in outcomes. Mediational analyses showed that the negative effects of lean production were at least partly attributable to declines in perceived work characteristics (job autonomy, skill utilization, and participation in decision making). The study also shows the longitudinal effects of these work characteristics on psychological outcomes. Implications for lean production, work design, and employee well-being are discussed.     

Linking Biomechanical Workload and Organizational Practices to Burnout and Satisfaction

We found support for several hypotheses linking work practices to employee outcomes: reducing biomechanical workload is associated with decreased burnout via perceptions that job demands are less threatening; lower demands are associated with higher job satisfaction primarily through decreases in burnout; employers who include employees in decision making processes have employees with lower levels of burnout and higher satisfaction; and having a disability management program is associated with having employees who report less job-related burnout. This study demonstrates the importance of programs that increase perceived organizational support and the importance of job design strategies that take into account physical workload.     

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.     

Organizational Politics and Job Outcomes: The Moderating Effect of Trust and Social Support

We propose a model for examining the moderating effect of trust and social support on the relationship between organizational politics and job outcomes. The model was tested empirically using data collected among 142 academics in one of Israel's major research universities. Findings based on interaction effects support the hypothesis that trust and social support are good moderators of the relationship between perceived organizational politics (POPs) and several job outcomes (i.e., job satisfaction, organizational commitment, stress, burnout). In other words, the potentially negative aftermaths of POPs can be controlled and reduced when trust and social support dominate the intra‐organizational climate. Theoretical and practical implications of the findings, as well as recommendations for future studies, are suggested.     

Safety at work: a meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes

In this article, we develop and meta-analytically test the relationship between job demands and resources and burnout, engagement, and safety outcomes in the workplace. In a meta-analysis of 203 independent samples (N = 186,440), we found support for a health impairment process and for a motivational process as mechanisms through which job demands and resources relate to safety outcomes. In particular, we found that job demands such as risks and hazards and complexity impair employees' health and positively relate to burnout. Likewise, we found support for job resources such as knowledge, autonomy, and a supportive environment motivating employees and positively relating to engagement. Job demands were found to hinder an employee with a negative relationship to engagement, whereas job resources were found to negatively relate to burnout. Finally, we found that burnout was negatively related to working safely but that engagement motivated employees and was positively related to working safely. Across industries, risks and hazards was the most consistent job demand and a supportive environment was the most consistent job resource in terms of explaining variance in burnout, engagement, and safety outcomes. The type of job demand that explained the most variance differed by industry, whereas a supportive environment remained consistent in explaining the most variance in all industries.     

Locus of Control and Social Support: Clarifiers of the Relationship Between Job Stress and Job Satisfaction

The present study examined the role of social support and locus of control as determinants of job satisfaction and as moderators of the job stress—job satisfaction relationship. Support from a variety of sources focusing on problems at work was found to be stress buffering for internals whereas supervisory support was directly related to job satisfaction for externals. Type of support (integration) was associated with job satisfaction depending on perceptions of locus of control. In addition, different dimensions of locus of control (internal, external-chance, external-powerful others) had differing effects on job satisfaction independent of levels of social support. It is concluded that the buffering effect of social support may be applicable to job stress only when that support is content specific (issues at work) and individuals receiving such support believe they can impact their outcomes (internals on locus of control). The implication of these findings are discussed in terms of practical application in work organizations.     

Relative Importance and Utility of Positive Worker States: A Review and Empirical Examination

Our purpose was to identity the unique contribution, relative importance, and utility of positive worker states. Using Luthans et al.'s (2007) five positive organizational behavior criteria, a variety of positive worker states were reviewed and then empirically tested to establish if they met these criteria. Data were collected from 724 restaurant employees. Positive worker states included: job involvement, perceived organizational support, engagement, and vigor. Criteria were self-reported performance, customer service, turnover intention, satisfaction, and quality of life. Our review indicated consistency between predictor adequacy of meeting the criteria and their empirical relationship with key outcomes. This research found the positive worker states to be independent constructs that had differential effects depending on the focused outcome. Regression and relative weights analyses showed involvement was a weak predictor of outcomes, while perceived organizational support was the most consistent predictor. Vigor was most useful when predicting job performance. Quality of life was poorly explained.     

Clarifying the importance of trust in organizations as a component of effective work relationships

Organizational trust is an important element of an organization's long‐term success, as it is a central component of effective work relationships. This study examines the extent to which one's trust in the organization mediates the relationship between three drivers of social exchange relationships and three attitudinal outcomes. The results from a sample of 1,300 manufacturing employees revealed that trust in the organization partially mediated the relationship between perceived supervisor support and turnover intentions, affective organizational commitment and job satisfaction, and fully mediated the relationship between distributive justice and information receiving and these outcomes. This paper extends the empirical literature about the antecedents and consequences of trust in organization, giving special attention to the mediating role of trust in organizations.