Les effets du soutien organisationnel,de la qualité de la relation leader membre et du soutien social sur l’engagement et les comportements de citoyenneté organisationnelle : le rôle modérateur de la pauvreté subjective

The purpose of this research was to determine whether perceived organizational support, leader membership exchange and social solidarity were related to employee commitment to the organization and to organizational citizenship behavior. A survey questionnaire measuring the relevant variables was sent to 276 employees from 3 organizations. The results of the study indicate that perceived organizational support, leader membership exchange and social solidarity were positively associated with affective organizational commitment and organizational citizenship behavior. Perceived organizational support is more strongly related to organizational citizenship behavior when poverty is low.     

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.     

A trickle-down model of organizational justice: relating employees' and customers' perceptions of and reactions to fairness

This study developed and tested a trickle-down model of organizational justice that hypothesized that employees' perceptions of fairness should affect their attitudes toward the organization, subsequently influencing their behaviors toward customers. In turn, customers should interpret these behaviors as signals of fair treatment, causing them to react positively to both the employee and the organization. The model was tested on a sample of 187 instructors and their students. The results revealed that instructors who perceived high distributive and procedural justice reported higher organizational commitment. In turn, their students reported higher levels of instructor effort, prosocial behaviors, and fairness, as well as more positive reactions to the instructor. Overall, the results imply that fair treatment of employees has important organizational consequences because of customers' attitudes and future intentions toward key service employees.     

Work-life benefits and organizational attachment: Self-interest utility and signaling theory models

This study examines two competing theoretical explanations for why work-life policies such as dependent care assistance and flexible schedules influence organizational attachment. The self-interest utility model posits that work-life policies influence organizational attachment because employee use of these policies facilitates attachment. The signaling model posits that these policies facilitate attachment indirectly through perceived organizational support. Regression analyses explored both models using a sample of 286 full time employees. Results supported both the signaling model and the self-interest utility model. For women, the availability of work-life benefits influenced organizational attachment irrespective of use, and these effects were mediated by support perceptions, consistent with the signaling model. In contrast, the self-interest model was also supported for men only. Specifically, the availability and use of flexible schedules interacted in predicting affective commitment among men such that flexible schedule availability was positively related to commitment only when use was high and negatively related to commitment when use was low. Dependent care assistance and schedule flexibility also interacted in predicting affective commitment, turnover intentions, and perceived organizational support, suggesting that the effect of policy implementation may depend on what other policies are already offered by the organization. Findings are discussed in terms of implications for theory and organizational practice.     

Organizational Politics and Deviance: Exploring the Role of Political Skill

Building on social exchange theory, this study examines the relationship between perceptions of organizational politics and employee performance and interpersonal skills. We hypothesized that perceptions of organizational politics create an imbalance in the exchange relationship between employee and organization, which leads to organizational deviance. We also hypothesized that supervisors may attempt to rebalance the exchange relationship by providing lower performance and interpersonal skills ratings. Finally, we suggest that politically skilled employees avoid an increase in negative ratings. The present study demonstrates that perceptions of organizational politics may lead to negative employee behaviors and reduced supervisors’ ratings in an effort to rebalance the exchange relationship. In addition, politically skilled employees may avoid increased negative ratings when politics perceptions are high.     

伦理型领导、工具主义伦理气氛与员工不道德行为：内部人身份感知的调节作用

通过对379名企业员工的问卷调查,探讨伦理型领导对员工不道德行为的影响机制。结果发现：伦理型领导与工具主义伦理气氛显著负相关;组织伦理气氛在伦理型领导与不道德行为之间起部分中介作用;内部人身份感知调节了组织伦理气氛在伦理型领导与不道德行为关系的中介作用。内部人身份感知水平越高,组织伦理气氛的中介作用越强。     

Antecedents and outcomes of organizational support for development: the critical role of career opportunities

This study examines antecedents and behavioral outcomes of employees' perceptions of organizational support for development. We first propose that employees' past participation in formal developmental activities and experience with developmental relationships positively relate to their perceptions of organizational support for development. We then propose that perceived career opportunity within the organization moderates the relationship between organizational support for development and employee performance and turnover. Using a sample of 264 exempt-level employees and their supervisors, we found that participation in training classes, leader-member exchange, and career mentoring were each positively related to employees' perceptions of organizational support for development. We also found support for the moderator hypotheses. Specifically, development support positively related to job performance, but only when perceived career opportunity within the organization was high. Further, development support was associated with reduced voluntary turnover when perceived career opportunity was high, but it was associated with increased turnover when perceived career opportunity was low. Our study demonstrates that social exchange and career motivation theory work together to explain when and how employees' perceptions of organizational support for development relate to turnover and job performance.     

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.     

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.     

Sources of Perceived Organizational Support: Goal Setting and Feedback1

In this paper we examine goal setting and feedback as possible sources of perceived organizational support (Eisenberger, Huntington, Hutchison, & Sowa, 1986). Surveys were administered to 337 employees from 3 different organizations in the southern California area. Two path models were examined: one that allowed goal setting and feedback to have direct effects on perceived support and organizational commitment, and one that only allowed goal setting and feedback to have direct effects on perceived support. Results show that goal setting and feedback do not have direct effects on organizational commitment but, rather, affect commitment indirectly by way of their effects on employee perceptions of support from the organization.     

领导人际情绪管理和员工建言的关系：有调节的中介效应分析

近年来,领导人际情绪管理（LIEM）作为一种管理和调节下属消极情绪的领导行为正逐渐受到学界关注。本研究通过问卷调查,搜集了314份员工和领导的配对数据。研究结果显示：领导人际情绪管理积极影响员工建言行为;下属信任在领导人际情绪管理和员工建言行为间起到部分中介作用;权力距离对下属信任的中介效应起到调节作用。     

The professional career on the right track: A study on the interaction between career self-management and organizational career management in explaining employee outcomes

This article explores the relationship between organizational career management and career self-management and addresses the impact on employee outcomes. Within six large organizations, a sample of 491 employees reported on their career self-management initiatives, on their expectations towards organizational career support, and on their commitment and career success. This was complemented by information from their supervisors on career management support offered by HR and line management to these employees. Results show that individuals who take more initiatives to manage their career expect more career support from their employer. Career self-management positively impacts affective commitment and perceived career success, while organizational career management is positively related with affective commitment and career progress. Career self-management moderates the relationship of organizational career management with affective commitment and subjective career success.     

Organizational and client commitment among contracted employees

This study examines affective commitment to employing and client organizations among long-term contracted employees, a new and growing employment classification. Drawing on organizational commitment and social exchange literatures, we propose two categories of antecedents of employee commitment to client organizations. We tested our hypotheses using a survey collected from employees in four UK contracting organizations delivering a service on behalf of a government entity. The results suggest that perceived client organizational support and attractiveness of the client organization relate positively to employees’ affective commitment to the client organization. Furthermore, affective contractor commitment explained unique variation in client affective commitment beyond that accounted for by the client-based predictors, suggesting that employees’ commitment to their own contracting organization is important to explaining employees’ commitment to the client organization. We suggest that a greater reliance on social exchange theory may provide a basis for understanding commitment in its different forms and foci.     

Beyond social exchange: Collectivism’s moderating role in the relationship between perceived organizational support and organizational citizenship behaviour

Perceived organizational support plays an important role in the social exchange relationship between the employee and the organization. We propose that individual differences in collectivism affect the extent to which employee–organization relationships are based on social exchange, and that therefore collectivism moderates the relationship between perceived organizational support and organizational citizenship behaviour. Results of a survey (N = 293) assessing perceived organizational support, collectivism, and supervisor ratings of organizational citizenship behaviour supported this hypothesis. We conclude that organizational citizenship behaviour originates from social exchange processes only among employees who construe the self in relatively individualistic terms.     

Combined effects of workplace bullying and perceived organizational support on employee behaviors: does resource availability help?

Background and Objective: This research examines the detrimental effects of workplace bullying as a social stressor on employees’ job performance, organizational retaliatory behaviors, and organizational citizenship behaviors and how the availability of support can reduce the negative impact of bullying. Using social exchange theory and the conservation of resources theory as theoretical frameworks, we propose that workplace bullying drains personal resources, leading to reduced job performance, low citizenship behaviors, and increased organizational retaliatory behaviors. We also propose that perceived organizational support acts as moderator, such that it reduces the detrimental effects of bullying on employee behaviors.

Research Design and Methods: We tested our hypotheses in two field studies (N?=?478 and N?=?395) conducted in Pakistan.

Results: The results of both studies supported the assertion that workplace bullying exacerbates employees’ job performance, reduces organizational citizenship behaviors and intensifies organizational retaliatory behaviors. The idea that perceived organizational support would moderate the bullying-work behavior relationships found mixed support. While perceptions of organizational support reinforced the bullying-job performance and bullying-retaliatory behaviors relationships, it did not moderate the bullying-citizenship behaviors relationship in the suggested direction.

Conclusion: The findings show that workplace bullying leads to more organizational citizenship behaviors when employee’s perceptions of organizational support is high.     

INVOLVEMENT IN COMMUNICATION NETWORKS AS A PREDICTOR OF ORGANIZATIONAL COMMITMENT

This study examines the relationship between involvement in a job-related communication network and organizational commitment. The findings indicate a complex relationship that is moderated by the degree of job involvement. For employees who are not involved in their jobs, involvement in the job-related communication network functions to foster commitment to the organization. Two major conclusions are drawn: (1) the impact of involvement in communication networks on employee attitudes and behaviors may occur only for individuals with certain characteristics; and (2) previous studies that have reported main effects for individual variables on organizational commitment may need reinterpretation in light of the disordinal interaction obtained here. The possibility that different commitment processes operate for different kinds of employees is explored, with special emphasis on those employees for whom communication is a potent factor in determining attitudes. Implications for future research on the relationship between communication network involvement and other employee responses are discussed.     

Bases of social power,leadership styles,and organizational commitment

Affective organizational commitment reflects the extent to which organizational members are loyal and willing to work toward organizational objectives (Meyer & Allen, 1997). In particular, affective organizational commitment holds very important implications at all organizational levels (e.g., turnover rates, performance, and citizenship behavior). Whereas previous research has evinced the positive influence of transformational and charismatic leadership styles on affective commitment toward the organization (Bass & Avolio, 1994), little is known with regard to the nature of this relationship. In line with the interpersonal power/interaction model, the present investigation aimed to investigate the mechanism at play between transformational leadership style and affective organizational commitment. Specifically, we hypothesized that transformational leadership style would increase affective organizational commitment through its effect on willingness to comply with soft bases of power. In two studies, we subjected the foregoing hypotheses to empirical scrutiny. In Study 1, the proposed mediation model was empirically supported with Italian employees in the public sector. Attesting to the robustness of our findings, Study 2 replicated the findings of Study 1 with Italian employees from the public and private sectors. In addition, Study 2 replicated Study 1 using a different measure of transformational leadership. Both Study 1 and Study 2 provided results consistent with our hypotheses. Specifically, the present paper reports empirical evidence that (1) the more participants report having a transformational leader, the more willing they become to comply with soft (but not harsh) power bases, (2) in turn, greater willingness to comply with soft (but not harsh) power bases increases one's affective organizational commitment. These findings provide additional support for the interpersonal power/interaction model and pave the way for new research directions.     

Interpersonal Conflict and Organizational Commitment: Examining Two Levels of Supervisory Support as Multilevel Moderators1

Using a stressor‐strain framework, this research examined the role of supervisory support at 2 organizational levels in the relationship between the work stressor of interpersonal conflict and organizational commitment in a military sample. In all analyses, supervisory support at both levels was conceptualized and modeled as a shared group attribute. Results indicated that perceptions of interpersonal conflict within the organization were related negatively to both affective and continuance commitment. Support from both first‐line supervisors and midlevel managers was related to employees’ affective commitment. First‐line supervisor support was related also to employees’ continuance commitment. Furthermore, midlevel management support attenuated the relationship between interpersonal conflict and continuance commitment. Implications for the assessment of different levels of supervisory support, different variants of organizational commitment, and interpersonal conflict are discussed.     

What We Share Is Who We Are and What We Do: How Emotional Intimacy Shapes Organizational Identification and Collaborative Behaviors

We focus on the concept of emotional intimacy among organizational members and investigate its influence on both their (a) perceptions and (b) behaviors. With regard to employees’ perceptions, we test whether it is organizational identification (operationalized as cognitive and affective identification with the organization) that influences emotional intimacy or the reverse. At the behavioral level, we investigate the interplay between employee emotional intimacy and organizational identification and their effects on employee interpersonal helping (OCB-Is; interpersonal organizational citizenship behaviors) and interpersonal conflict (CWB-Is; interpersonal counterproductive workplace behaviors). Based on a three-wave panel study among nurses working in a public hospital, our findings show that emotional intimacy influences organizational identification, and it represents a unique antecedent of OCB-Is and CWB-Is.     

包容性领导与下属揭发意愿的关系:一个被调节的中介效应模型

通过332组在职MBA学员样本数据分析验证了包容性领导对下属揭发意愿的影响机制,结果表明:(1)包容性领导显著正向影响下属的揭发意愿;(2)组织支持感在包容性领导与揭发意愿之间起完全中介作用;(3)上司组织代表性调节包容性领导与下属组织支持感之间的关系,上司的组织代表性越高,二者间的正向关系越强;(4)上司组织代表性调节组织支持感对包容性领导与下属揭发意愿之间关系的中介作用。