Suchergebnisse

The supportive organization -- Perceived organizational support -- Antecedents of perceived organizational support -- Deliverers and targets of perceived organizational support -- Employees' subjective well-being -- Positive orientation toward the organization and work -- Behavioral outcomes of perceived organizational support -- Managing for perceived organizational support -- Perceived organizational support-today and in the future

Purpose
The purpose of this study is to examine the effect of coworkers' interpersonal justice (defined as the extent to which one is treated by coworkers with dignity, courtesy and respect) on team citizenship behaviors. More precisely, the authors first test the mediating role played by both team-member exchange and team identification in this relationship. Further, they examine the moderating role of extraversion in these two mediating mechanisms.


Design/methodology/approach
Based on 134 subordinate–supervisor dyads, the authors conducted moderated multiple mediation analysis.


Findings
The results of this study showed that, for highly extraverted employees, coworkers' interpersonal justice positively influences team citizenship behaviors because of an exchange relationship of better quality among the team members. In contrast, for employees with low or medium levels of extraversion, the positive effect of coworkers' interpersonal justice on team citizenship behaviors is explained by their higher identification with the team.


Practical implications
This paper holds important implications for management practice in teamwork environment. Given coworkers' interpersonal justice role in determining team citizenship behaviors, the findings of this study highlight the importance of establishing a work culture where each employee treats others fairly.


Originality/value
Overall, these findings indicate that, depending on the level of employees' extraversion, mechanisms grounded in the social exchange and the social identity perspectives act as complementary mechanisms in the team-focused justice–citizenship behaviors relationship.

PurposeAlthough justice perceptions have been proven to be a critical determinant of readiness for change (RFC), research is still needed to investigate which source(s) of justice fosters employee's preparedness to face change within his/her organization. The aim of this study is to examine the simultaneous influence of three sources of justice, namely the organization, the supervisor and the coworkers, on RFC through perceived organizational support, perceived supervisor support and perceived coworker support, respectively.Design/methodology/approachThree different sets of data were collected from employees in the United States and in Europe. Path analyses were performed to test the hypotheses.FindingsThe results indicated that perceived organizational support mediates the relationship between organizational justice and RFC. Conversely, however, the effect of supervisory justice and coworkers justice on RFC was not mediated by perceived supervisor support and perceived coworker support.Originality/valueThis study is the first to examine the simultaneous influence of organizational, supervisory and coworkers justice on RFC. In doing so, it highlights the need to consider justice stemming from the organization as a priority when considering implementing an organizational change, as opposed to justice emanating from the supervisor and coworkers. In addition, this study responds to long-standing calls for the simultaneous examination of multiple sources of justice and the exploration of the largely neglected role of justice stemming from coworkers.

PurposePrior research has conceptualized workplace justice as a stable variable over time changing from one individual to another. However, it can be assumed that perceptions of organizational justice fluctuate within the same person over the course of a few weeks or months due to different events at work. Specifically, the purpose of this paper is to suggest that transient overall team justice is predictive of employee's transient thriving at work (i.e. the experience of vitality and learning at work). In addition, the authors examined transient self-efficacy as an underlying mechanism of this relationship.Design/methodology/approachA total of 395 individuals completed a first general questionnaire and then completed an online questionnaire over four waves of survey.FindingsResults of hierarchical linear models indicated that transient overall team justice positively predicts transient individual's self-efficacy, which, in turn, positively predicts transient individual's thriving at work.Research limitations/implicationsOverall, a dynamic approach of organizational justice capturing variability in justice perceptions certainly enlarges our understanding of the concept and its outcomes.Originality/valueThe study contributes to understand why even employees who feel generally treated with justice by their team may experience from time to time low levels of thriving at work because of a recent unjust treatment from the team and a decrease of their subsequent self-efficacy.

Purpose
Prior research has conceptualized perceived organizational support (POS) as a stable variable over time varying from one individual to another. Nevertheless, it can be assumed that POS fluctuates within the same person over the course of several weeks due to different experiences lived at work. The authors suggested in the present study that weekly POS is predictive of employees' weekly subjective well-being at work (i.e. increased positive affect toward the organization, and decreased negative affect toward the organization and psychological strains at work). In addition, the purpose of this paper is to examine the mediating role played by weekly work engagement in these relationships.


Design/methodology/approach
In total, 20 employees completed a first general questionnaire and then completed an online questionnaire during 12 consecutive weeks.


Findings
Results of hierarchical linear models indicated that weekly POS positively predicts weekly employees' work engagement which, in turn, positively predicts weekly employees' well-being (i.e. increasing positive affect toward the organization and decreasing negative affect toward the organization and psychological strains at work).


Research limitations/implications
Overall, these findings contribute to the POS and work engagement literatures. It shows that POS fluctuates within person over the course of several weeks and is a predictor of weekly employees' well-being through its effects on weekly work engagement.


Originality/value
To the authors' knowledge, this is the first study to examine within-person weekly variations in POS as a predictor of employees' weekly work engagement and its subsequent consequences.

PurposeThis research aims to identify trajectories of employees' perceptions of organizational support (POS) over the course of an eight-month period and to document associations between these longitudinal trajectories and several outcomes related to employees' well-being (i.e. job satisfaction), attitudes (i.e. turnover intentions, affective commitment) and behaviors (i.e. voice behaviors).Design/methodology/approachPOS ratings provided each four months by a sample of 747 employees were analyzed using person-centered growth mixture analyses.FindingsResults revealed that longitudinal heterogeneity in POS trajectories was best captured by the identification of four distinct profiles of employees. Two of these profiles followed stable high (67.2%) and low (27.3%) POS trajectories, whereas the remaining profiles were characterized by increasing (2.2%) or decreasing (3.3%) POS trajectories. Our results showed that, by the end of the follow-up period, the most desirable outcome levels were associated, in order, with the increasing, high, low and decreasing trajectories.Practical implicationsThis research has important implications by showing that perceptions of organizational support fluctuate over time for some employees and help better predicting valuable work-related outcomes.Originality/valueThese findings shed a new perspective on organizational support theory by adopting a dynamic perspective, and revealing that changes over time in POS are more potent predictors of valuable work-related outcomes than stable POS levels.

Using a sample of 212 employees, the authors examined the relationships between employees' perceptions of procedural and interactional justice and their subsequent trust in their organization and supervisor. Specifically, the authors predicted that the link between procedural justice and trust in organization would be mediated by perceived organizational support (POS), whereas the relationship between interactional justice and trust in supervisor would be mediated by perceived supervisor support (PSS). In line with predictions, the authors found that POS partially mediated the effect of procedural justice on trust in organization and PSS partially mediated the impact of interactional justice on trust in supervisor. These findings suggest that employees develop relationships with their supervisors that are distinct from those relationships they experience with their organization.

Purpose
The purpose of this paper is to investigate whether a focal employee's perception of organizational support (POS) is shaped by the social context or, more specifically, by his/her coworkers' POS. The authors further aim to identify the conditions under which coworkers' POS may have more influence or, on the contrary, less or even no influence.


Design/methodology/approach
Data were obtained from questionnaires distributed among a sample of 195 employees and among their supervisors.


Findings
Coworkers' levels of POS are positively related to the focal employee's POS with positive consequences in terms of job satisfaction and, finally, organizational citizenship behaviors. This influence of coworkers' POS is strengthened when the focal employee experiences low voice in the workplace.


Research limitations/implications
Overall, this research contributes to organizational support theory by showing that POS may also develop based on a socially constructed process and not only on an individual-level psychological process.


Practical implications
Our findings have practical implications for HR policies employed by practitioners to socialize newcomers and to manage perceived support in a context of organizational change.


Originality/value
Building on a few recent studies suggesting that the social context may influence employees' perceptions of organizational support, the present study is the first to show that the influence of the social context is more likely to occur under specific conditions, i.e. when employees experience low voice.

This research examined the relationships between work environment (i.e., workload and development opportunities), heavy work investment (i.e., work engagement and workaholism) and work-to-family conflict (WFC) over time. A three-wave longitudinal study was conducted among 464 employees from a Belgian public administration. Workload and opportunities for development at Time 1 were found to be respectively negatively and positively associated with work engagement at Time 2, which in turn was negatively associated with WFC at Time 3. Only workload at Time 1 was positively associated with workaholism at Time 2 which, in turn, was positively associated with WFC at Time 3. In the interests of both organizational effectiveness and employees' well-being, it is important to identify the work-related variables that influence perceptions of WFC. Moreover, in order to manage human resources effectively in companies, it is important to understand the mechanisms by which the work environment influences WFC.