Anti-police sentiment and police fear of victimization in the UK

This study conducts a survey on 1043 faculty member working for the Turkish state universities on the effect of the perception of organizational trust and organizational support on job quits and academic performances. We find that the perceptions of support and trust are significant variables in explaining intention to quit and individual performances. These results provide important findings for the university administrations to deal with these issues within the universities in which especially the employee turnover rate is very high. Multiple regression analysis shows that the effect of the organizational support has a significant effect on individual performance. Our results indicate that the perceptions of both organizational trust and organizational support have negative effect on intention to quit. Key words: Perception of organizational trust, perception of organizational support, individual performance, intention to quit.

Safety culture, perceived organizational support, and quality of healthcare: the views of nurses and patients in Saudi Arabia

The authors surveyed full-time retail employees and their supervisors to investigate relationships of supervisors' perceived organizational support (POS) with subordinates' perceptions of support from their supervisors (perceived supervisor support [PSS]), POS, and in-role and extra-role performance. The authors found that supervisors' POS was positively related to their subordinates' perceptions of supervisor support. Subordinates' PSS, in turn, was positively associated with their POS, in-role performance, and extra-role performance. Beyond these bivariate relationships, subordinates' perceptions of support from the supervisor mediated positive relationships of the supervisors' POS with the subordinates' POS and performance. These findings suggest that supervisors who feel supported by the organization reciprocate with more supportive treatment for subordinates.

Despite a rise in the total of women working in the police service, they remain underrepresented and underutilized within these institutions. It is important to remember that, even with the advancements in women's participation, policing duties remains one of the most gendered professions in contemporary society. This study aimed to determine women police officers' perceptions of organizational support for maternal responsibilities. The cross-sectional survey design was applied, with women police officers as the target population. A multistage sampling technique was applied, with clustering of the constituencies and wards, and purposively sampling them. Stations in the wards were simple random sampled. Stratified sampling was utilized to get the officers in groups of junior, commissioned officers and the gazetted officers. Participating police officers purposively sampled. Questionnaires and an interview guide were the instruments of information collection. Qualitative data was analyzed thematically, while quantitative data was examined by use of descriptive statistics of percentages, averages, means, and pie charts. The study found that, there are four women police officers' perceptions of organizational support for maternal responsibilities: Organizational support as being minimal and unsatisfactory, the appreciation of the structured maternity leaves policies that are aligning with labor laws, organizational support was being hindered and disrupted by the men who are dominated sector, and that the inception of the service was with less consideration to women Police Officers' Maternal Responsibilities. The study concluded that, minimal Organizational Support that despite structured maternity leave policies aligning with labor laws. The study recommended that, the NPS should implement tailored policies, such as predictable shift schedules and non-operational duties for women officers during critical maternal phases.

PurposeThis study aims to investigate critical differences between police officer willingness to use and recommend an employee assistance program (EAP) to a peer, including the relationship between officer perceptions of macro-level organizational support and micro-level EAP support.Design/methodology/approachA survey of 213 police officers from a large, urban police department in the Northeast United States of America is used to evaluate the relationship between officer perceptions of the EAP and the officers' willingness to use and recommend the EAP to peers. Generalized linear regression models are used to evaluate the moderating effect of perceived organizational support (POS) on perceived EAP support.FindingsThe findings of this study suggest that POS strongly predicts willingness to use the EAP, but POS has no significant relationship with willingness to recommend the EAP. There is evidence that POS moderates the relationship of EAP support on willingness to recommend the EAP to a peer. When POS decreases, the relationship of EAP support with willingness to recommend the EAP to peers becomes stronger.Research limitations/implicationsThe current study is limited by the study's focus on only one police department and the department's use of cross-sectional data, which may limit the generalizability of the results to agencies that differ in size and type.Practical implicationsThis research has practical implications for those who seek to improve officer receptivity to mental health support and improve the quality of police services provided to the public. The findings demonstrate that improving officer willingness to recommend the EAP to peers may be a more sustainable pathway to addressing officer mental health than willingness to use the EAP considering the current movement toward police reform.Originality/valueThe research unveils significant differences in police officer decision-making between using the EAP and recommending it to a peer. The research also adds empirical evidence to existing research on the role of POS in policing and the altruistic, peer-focused nature of the police subculture.

The primary objective of this study is to examine the influence of officers’ perceptions of organisational support on their perceived effectiveness in China. The study also examined demographic differences in how Chinese police officers perceived the support they receive from the police organisation. To achieve these objectives, the present study surveyed and analysed data obtained from 271 officers who were conveniently selected from one of the two major national police universities in China. Findings from the analysis revealed that officers’ perception of organisational support and their effectiveness were unrelated. However, findings indicated significant demographic differences in perceived organisational support. Officers’ rank, department and the location of their agencies predicted perceptions of organisation support. Policy implications of the study findings are discussed.

The current paper examines the impact of at-home family and friend support on the relationship between organizations’ work-family initiatives and employee perceptions of organizational and supervisory support for Hispanics and white non-Hispanics. Drawing on the cultural dimensions of performance and relationship orientations, we derive several hypotheses to test. The results indicate that perceptions of organizational support are moderated differentially, for Hispanics and white non-Hispanics, by the level of support available outside of the organization. Directions for future research are presented.

This study aims to determine the Effect of Psychological Capital and Authentic Leadership on Work Engagement Mediated by Perceptions of Organizational Support at Mining Company PT. Xyz. The population in this study were 121 employees working at PT. XYZ with sampling using the Saturation Technique, namely all populations used as respondents. This research method uses a quantitative method with a causal design. The analysis in this study used SEM with software analysis using SEM PLS. The results of this study indicate that. The results of this study indicate that psychological capital has a significant positive effect on job uncertainty, meaning that the higher the psychological capital owned by employees, the higher the perceived job uncertainty. Authentic leadership has a significant positive effect on tenure. Authentic leadership has a significant positive effect on perceptions of organizational support. Psychological capital has a significant positive effect on perceptions of organizational support. Perceptions of organizational support have a significant positive effect on Work Engagement, meaning that the higher the perception of organizational support, the higher the employee's work continuity. Psychological capital has a positive and significant effect on work continuity through perceptions of organizational support as an intervening variable. Authentic leadership has a positive and significant influence on work continuity through perceptions of organizational support as an intervening variable.

Previous research has argued that disciplinary matrices should increase positive attitudes toward the administration because this form of disciplinary practice allows for more salient, consistent, and predictable outcomes; however, no research has examined the influence of disciplinary actions on police officers’ attitudes, particularly among officers working in smaller agencies. Therefore, this exploratory study assessed the relationship between a department having a disciplinary matrix and perceived organizational support (POS) among police officers. Data were collected via a self-reported anonymous online survey administered by a state-wide police officer association in the southern USA. The findings suggest that the presence of a disciplinary matrix, a policy consisting of organizational justice components, has a positive association with officers’ POS and it also moderates disciplined officers’ POS. Thus, providing support that police administrators may be able to enhance organizational attitudes through the development and implementation of policies that adhere to organizational justice principles.

The study of perceived organizational support (POS) has received considerable attention in the academic literature. However, in police circles, POS has received minimal scholarly attention. To address this gap, the present study surveyed 145 police officers selected randomly from five police districts in Accra, Ghana, to investigate how officers’ perception of organizational support influence their effectiveness in performing assigned duties. The study further examined the influence of officers’ demographic characteristics on their perception of organizational support. Findings revealed that the perception of organizational support among officers influenced their perception of effectiveness and that older and shorter tenured officers expressed perceptions of greater support. Policy implications of the findings are discussed.

This study aimed to investigate the effect of organizational culture on employee-perceived performance and whether this relationship is mediated by perceived organizational support and moderated by employee motivation. Three hundred individuals working in organizations located in Portugal and Angola participated in this study. This is a quantitative, exploratory, correlational, and cross-sectional study. The results indicate that only goal culture, rule culture, affective organizational support perception, and identified motivation have a positive and significant effect on perceived performance. Supportive culture and goal culture have a positive and significant effect on affective organizational support perception. All dimensions of organizational culture have a significant effect on cognitive organizational support perception, with the effects of the supportive culture and the goal culture being positive and significant, while the effects of the innovative culture and the rule culture are negative and significant. The perception of affective organizational support has a total mediating effect on the relationship between goal culture and perceived performance. Intrinsic motivation and identified motivation have a moderating effect on the relationship between all dimensions of organizational culture and perceived performance. This study is expected to help human resource managers understand the importance of the type of organizational culture that prevails in their organization to enhance employees’ perception of organizational support and performance.

The perception of organizational support and organizational citizenship behavior has a role to increase employee organizational commitment, with perceptions of good organizational support can encourage individual employees to contribute more and give reciprocity by showing organizational citizenship behavior so as to increase employee organizational commitment. The purpose of this study was to analyze and explain the influence of perceptions of organizational support and organizational citizenship behavior on employee organizational commitment. The population in this study were employees of PT. Gunung Putri Perkasa Purwakarta Branch Office. The method of determining the sample used is disproportionate stratified random sampling, with the number of respondents as many as 60 people. The analysis technique used is multiple linear regression analysis. The results showed that the perception of organizational support and organizational citizenship behavior had a positive and significant effect on the organizational commitment of employees at PT. Gunung Putri Perkasa Purwakarta Branch Office. With this research, it is expected that companies can show attention, care, be open, give awards, and create a comfortable working atmosphere.

Research has advanced our understanding of the causes of employee deviance, including employee retaliation intentions and behaviors. We know less about how employer decisions that put employees’ safety at risk, for example relaxing COVID-19 restrictions once allowed by state governors to do so, might influence employees’ deviance intentions. In this study, we examine whether retaliation intentions are particularly high among employees perceiving lower organizational support, having higher turnover intentions, and with a greater ease of leaving the employer. We utilize the negative norm of reciprocity and equity as enabling theories to build a model that we test with a survey of 327 working adults in the United States. We analyze the moderated-moderated-mediation model with a path analytic and bootstrapping procedure that tests the model’s indirect effects. We find support for the proposed model, with the exception of the proposed interaction between perceived organizational support and ease of leaving. This work makes several theoretical contributions in the areas of business ethics, and employee deviance and by identifying boundary conditions for the relationship between employee perceptions of low organizational support and retaliation intentions. Specifically, we highlight the originality of the moderating effects of preexisting turnover intentions and the perceived ease of leaving the employer on deviance intentions. Practical implications include the importance of increasing employees’ perceptions of organizational support when difficult organizational decisions and policies might put employee safety at increased risk, which is particularly likely to reduce retaliation intentions among people intending to stay with the organization.

Filling a void: An examination of academic nursing administrators' perceptions of organizational support.

Purpose The main purpose of this study is to investigate whether perceived psychological preparedness, organizational support and environmental challenges are linked to attitudes toward procedural injustice and turnover intention among Chinese sworn and civilian police officers.Design/methodology/approach This study employed survey data collected from 1,358 police officers in a northern Chinese city. Regression analysis was conducted to assess the connections between police officers’ perceptions of psychological preparedness, organizational support and environmental challenges and their attitudes toward procedural injustice and turnover intention.Findings Our findings reveal that, net of all controls, civilian police officers exhibit similar perceptions of procedural injustice to sworn officers, yet significantly greater intentions to quit their job than sworn officers. The study also uncovers that perceptions of self-legitimacy, supervisor justice, self-media distortion and public support are associated with procedural injustice, while perceptions of self-legitimacy, occupational stress, supervisor justice, organizational support, self-media distortion and public support are linked to turnover intention for both or one of the groups.Research limitations/implications Data collection for this study took place during the coronavirus disease 2019 (COVID-19) pandemic. Unfortunately, this study was unable to account for the potential influence of the pandemic on officers’ occupational attitudes, particularly regarding job satisfaction and stress, although we have no strong reasons to believe that the relationships between the predictors and officers’ views of procedural injustice and turnover intentions could change fundamentally during the pandemic.Originality/value Despite the substantial size and critical role of civilian or auxiliary police officers in Chinese law enforcement, existing literature predominantly emphasizes sworn officers, leaving a notable void in understanding the differences in occupational attitudes between these two groups. This study bridges this gap by empirically investigating perceptions of procedural injustice and turnover intention among Chinese sworn and civilian police officers.