Hubungan antara Perceived Organizational Support dengan Job Satisfaction pada Tenaga Kependidikan Kontrak di Universitas Negeri Padang

To examine the relationship between organizational support for nursing practice and nurse-assessed quality of care and nurses' job satisfaction in hospital settings and to investigate the mediating role of psychological well-being in the aforementioned relationships. There has been growing concern about quality of care in healthcare organizations. The past research has documented the effect of nurse practice environment on nurses' quality of care and job satisfaction. However, little is known about the underlying mechanism behind these associations. A cross-sectional survey was undertaken. Data were collected from two large public hospitals in Iran between February - March 2017. A sample of 345 nurses participated in the study. Data were analysed using descriptive statistics and partial least squared-structural equationmodelling. The results showed that nurses' perception of organizational support was related to their quality of care, job satisfaction and psychological well-being. Also, there was a positive relationship between nurses' psychological well-being and their quality of care and job satisfaction. Moreover, psychological well-being partially mediated the relationship between organizational support with nurse-assessed quality of care and nurses' job satisfaction. The findings suggest that organizational support for nursing practice and psychological well-being are two factors that contribute to caring behaviour of nurses and their job satisfaction. Also, positively perceived organizational support generates favourable psychological well-being which in turn enhances nurses' quality of care and job satisfaction. The findings highlight the importance of establishing a supportive nurse practice environment and paying attention to the nurses' psychological well-being in healthcare sectors.

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

PurposeThe purpose of this paper is to examine the relationship between perceived organizational support (POS), organizational commitment and job satisfaction among special education teachers in Pakistan. The data were collected from 85 special education teachers from different special education centers in Punjab, Pakistan. POS was measured using a survey of POS developed by Eisenberger et al. (1986). Affective continuance and normative commitment are measured by affective continuance and normative commitment scales developed by Meyer and Allen’s (1984) and Allen and Meyer (1990), respectively. Results of the current study show that POS and job satisfaction are positively correlated with affective and normative commitment. POS and job satisfaction are not associated with continuance organizational commitment. This suggests that a teacher’s commitment can be improved by increasing organizational support, underprivileged working environment and job satisfaction. Limitations and implication of the study are discussed.Design/methodology/approachIn the current study, cross-sectional research design and non-probability purposive sampling technique were used. A sample of 85 special education teachers was collected from different special education institutes of Punjab and federal, Pakistan. Inclusion criteria were teacher with specialization in all disabilities (mentally challenged, deaf, blind, physical handicapped and slow learners), informed consent and age range 20‒55 years, at least 6-month teaching experience in special education. Exclusion criteria were teaching experience less than 6 months and age less than 20 or more than 55 years. The demographic characteristics of teachers are presented in Table II.FindingsFindings of the present study suggest a positive association between POS, affective commitment, normative commitment and job satisfaction, whereas there is no association between POS and continuance commitment as well as between job satisfaction and continuance commitment among special education teachers in Pakistan. Organization should consider the exclusive support of the special education teachers.Research limitations/implicationsThe current study also has some limitation. The sample size is very small. In the current study, data are collected from 85 special education teachers from federal and few cities of Punjab, Pakistan. Hence, data are not true representative. Data for current study are collected through self-reported scales and only collected from academic staff.Practical implicationsIn the current study, special education teachers have identified factors that promote organizational support, commitment and job satisfaction, such as reasonable workloads, sound working environment, unbiased and fair working conditions, and administrative support. It has been found that decreased level of POS, commitment and job satisfaction damage the organization, special educators and special students. Therefore, special education department should develop and implement policies that strengthen these dimensions. A broad recommendation can be made on the basis of these findings: affective and normative commitment increases when individuals have satisfying experience with organization. Thus, this may be improved by providing special educators with the opportunity to work in a better work environment, with proper work load, as it would increase emotional and normative attachment of the individuals with their institutes. The current study would be helpful for policy makers in the field of education and administration in order to work on these dimensions to increase the teacher’s job satisfaction and organizational commitment. It would also create awareness among the general public about the potential problems of special education teachers in Pakistan affecting the quality of life of children with special needs. Results suggest that by providing organizational support, appropriate work load and unbiased attitude, a teacher’s commitment can be improved.Social implicationsThe current research helps academics and administration to improve social functioning of special education teachers by improving their job satisfaction and organizational support.Originality/valueThe prevalence rate of children with disabilities is increasing rapidly in Pakistan. Since stigma is associated with individuals with disabilities, parents hide disabilities of their children so that other relatives may not face any problems, such as being doubted of carrying defective genes. Families have to cope with financial crises due to lack of institutional support, extra expense to deal with disabled person and loss of work. In such circumstances, special education institutions are only hopes for such people to assist them in dealing with their disabled children. However, the strength of teachers in these institutions is not enough to fulfill needs of such children. A number of researches have examined the role of organizational support, job satisfaction and organizational commitment of teachers in western countries (Makanjee et al., 2006; Alijanpou et al., 2013; Batool and Ullah, 2013). However, to the best of the authors’ knowledge, no study has yet investigated this serious issue in Pakistan. This study provides valuable information on organizational support, commitment and job satisfaction among special educators, and recommendation on how organizational commitment can be improved.

Perceived Organizational Support (POS) is the degree to which employees believe that their organization values their contributions and cares about their well-being (Eisenberger, Huntington, Huntington, & Sowa, 1986; Rhoades & Eisenberger, 2002). Perceived Organisational support would be influenced by various aspects of an employee's treatment by the organization and would in turn, influence the employee's interpretation of organizational motives underlying that treatment. Organizational support theory (OST: Eisenberger, Huntington, Hutchinson, & Sowa, 1986; Rhoades & Eisenberger, 2002; Shore & Shore, 1995) holds that in order to meet socioemotional needs and to assess the benefits of increased work effort, employees form a general perception concerning the extent to which the organization values their contributions and cares about their well-being. Such perceived organizational support (POS) would increase employees’ felt obligation to help the organization reach its objectives, their affective commitment to the organization, and their expectation that improved performance would be rewarded. Job satisfaction is simply how content an individual is with his or her job. In other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Job satisfaction is the level of contentment a person feels regarding his or her job. This feeling is mainly based on an individual's perception of satisfaction. Job satisfaction can be influenced by a person's ability to complete required tasks, the level of communication in an organization, and the way management treats employees. The relationship of POS to job satisfaction has been assessed. Research has focused that depending on the level of support provided to individuals, their well-being levels within their organization will increase and therefore, this perception of well-being will lead to higher job satisfaction levels.(C Bravo-Yanez, A Jimenez-Figueroa, 2011). The present paper explores the possible relationship between POS and job satisfaction and the quality and magnitude of the relationship. It also provides the traces of principles involved in the relationship and it explains the impact of POS on job satisfaction of the employees in an organization.

Employees contributions are noticed by the company, so efforts made to meet its employees needs are focused on how organizational support is given that employees are satisfied with their jobs. The study used quantitative approach with a correlational design. The sample sampling technique used accidental sampling in which researchers do not use any particular planning in the subject retrieval. Research subjects number 212 with permanent employee criteria for a two-year minimum. The instruments used were surveys of Perceived Organizational Support and Job Satisfaction Survey. The data analysis used is Pearson correlation. The study suggests that there is positive relationship between perceptions of organizational support and job satisfaction with a value of p = .000 (p = < .05). As for the power of the relationship between the two, it is rated strong with value R = .693. This suggests that both variables are unionized in that if perceptions of organizational support are high, the greater the opportunity for job satisfaction arises. Keywords : job Satisfaction, perceived organizational support, supervision, working conditions

Purpose – Perceived organizational support is a concept which is important in terms of revealing the relationship between employer and employee in enterprises. It is an undeniable fact that those who have high perception of organizational support exhibit higher organizational commitment behavior. Therefore, in this research is aimed to determine the factors that constitute the perception of organizational support in employees, the relationship between this perception and organizational commitment and mediating role of job satisfaction in this relationship. Design/methodology/approach – The existence of a large number of researches in enterprises, but an important sector such as education, the lack of number of studies related to the subject in an important profession such as teaching was effective in determining the universe of this study. Survey method was applied as a method. Simple random sampling method was chosen considering cost and time. The sample of the research consisted of 300 teachers working in public and private high schools in Konya. Within the context of collected data; was made validity and reliability analysis of the scales, Chi-square analysis, Anova tests, normality tests, factor analysis and structural equation modeling. Hypotheses are supported. Findings: As a result of the analyzes it was found that there was a mutual and positive effect between job satisfaction and organizational commitment perception, and there was a mutual and positive effect between job satisfaction and organizational support perception. According to the results of the structural equation model, the fit indexes were found to be close to the good fit level and It was concluded that the model-data compatibility. Discussion – In this study; areas of teachers' most job satisfaction and the perception of high organizational support; the profession has been the opportunity to guide students and give them a feeling of doing something for others. Promotion opportunities were found to be among the factors reducing job satisfaction.

ABSTRACTThe primary purpose of the current study was to examine the relationships between distributive justice and sports referees’ job satisfaction and career commitment through perceived organizational support (POS). Although sports officials are a key element of sports along with athletes and coaches, little research has empirically examined such officials’ psychological well-being as critical human resources based on a vocational approach. A sample of 212 part-time and full-time paid referees from 12 sports in Hong Kong, participated in a questionnaire pertaining to distributive justice, POS, job satisfaction, and career commitment. The results of this study revealed no direct effects of distributive justice on job satisfaction and career commitment. However, the results indicated that distributive justice could indirectly influence referees’ job satisfaction and career commitment via organizational support.

Aim: Job satisfaction is an important indicator of employee well-being and organizational behaviour. Intense negative work relationships (i.e. bullying) can reduce job satisfaction. Perceived organizational support (POS) is one factor that could modify this relationship (Kurtessis et al., 2017), but its role in the relationship between bullying at work and job satisfaction remains unclear (Francis, 2014). Therefore, this study aims to verify the hypothesis that perceived organizational support moderates the relationship between bullying and job satisfaction. Method: N = 203 administrative employees participated in an anonymous cross-sectional questionnaire survey. The Negative Acts Questionnaire (NAQ), the Perceived Organizational Support Scale (POS), the Job Satisfaction Scale (JSS) and the Job Affect Scale (JAS) were used. To verify the hypothesis, a hierarchical regression analysis was conducted using SPSS 29.0 software. Results: A significant interaction effect between negative acts and perceived organizational support was found to be related to job satisfaction and negative affect. However, the protective role of support was revealed only in cases of low intensity of negative acts. The job satisfaction in the group of unsupported employees declined faster than in the group of supported employees; for the latter group, job satisfaction was not significantly related to the negative acts experienced. Exposure to negative behaviors increased negative affect in both low and high POS employees. An inverse buffer effect of support emerged among employees who perceived high organizational support and experienced intense work-related acts. No interaction was found for positive affect. Conclusion: Based on the collected data, it can be cautiously concluded that perceived organizational support offers employees limited protection against reduced job satisfaction when they experience intense negative acts at work, and that it may exacerbate tension and negative emotions in some cases. Studies investigating the moderating role of POS in the relationship between bullying at work and job satisfaction should consider both the three components of job satisfaction and the various types of negative behaviors (directed at work or the employee’s personal sphere) due to the different relationship between these variables.

This study aimed to investigate the role of predictive perception of organizational support and job satisfaction of school principals in the falcon took place. The purpose of applied research is descriptive. For this purpose, the city school principals falcon 92 patients (31 female and 61 male Director) has stratified random sampling using sampling table Morgan (1976) were chosen as examples. The data collected in this study, perceived organizational support questionnaire Eisenberger et al (1986) and job satisfaction scale Smith, Kendall and Hyvlyn (1969), respectively. Content validity of the professors and their reliability was confirmed by Cronbach's alpha and correlation between questions. The findings indicate that school principals' perceptions of organizational support of average and above average job satisfaction scale. Between perceptions of organizational support and job satisfaction in the significant relationship (p <0.005) there. The findings also indicate that a significant relationship between perceived organizational support and job satisfaction based on demographic variables gender, age, education level and work experience there. Conclusion: Due to the positive and significant relationship between organizational support and job satisfaction managers, decision-makers in education is necessary to pay attention to organizational support toward school administrators with strategies to promote and improve, otherwise reduce organizational support cause that the managers reduced job satisfaction.

The aim was to investigate whether job satisfaction enhances organizational commitment among nursing personnel while exploring whether organizational support perception has a moderating effect on the relationship between their job satisfaction and organizational commitment. A cross-sectional survey was sent to 400 nurses; 386 valid questionnaires were collected, with a valid response rate of 96.5%. According to the research findings, nurses' job satisfaction has a positive and significant influence on organizational commitment. Results also indicated that the moderating effect of nurses' organizational support perception on the relationship between their job satisfaction and organizational commitment was stronger for high organizational support perception than it was for low organizational support perception. This study suggests that organizational support perception will develop a sense of belonging, and this will help improve nurses' job satisfaction and organizational commitment. This kind of relationship is rarely discussed in the research literature, and it can be applied for human resources management of nursing staff.

Orientation: The unsatisfactory performance of some Tanzanian public parastatals could be linked to low job satisfaction, which is largely attributed to problems in human resource management practices (HRMP). Employees have indicated inadequate perceived organisational support (POS), and scholars are suggesting that further examination of managers’ trustworthiness in these institutions is important. Research purpose: This study examines the direct and indirect effects of four HRMP dimensional variables on job satisfaction, focussing on the mediation effect of POS and the moderating effect of managers’ trustworthiness. Motivation for the study: Enhancing HRMP, employees’ POS and managers’ trustworthiness could improve employees’ job satisfaction in Tanzanian public parastatals. Consequently, the performance of these vital public institutions will improve. Research approach/design and method: A cross-sectional approach randomly selected 438 employees from different transportation parastatals to complete self-administered questionnaires. A partial least squares-structural equation modelling (PLS-SEM) was utilised to analyse quantitative data. Main findings: Three HRMP dimensional variables – training and development, performance appraisal and compensation and benefits – directly impacted job satisfaction. In addition, POS partially mediated the relationship. In contrast, the recruitment and selection dimensional variable did not show a significant direct relationship with job satisfaction; yet, POS fully mediated its effect. Meanwhile, trustworthiness moderated the relationship between POS and job satisfaction. Practical/managerial implications: The study’s findings suggest that enhancing HRMP, boosting POS and increasing managers’ trustworthiness could improve job satisfaction. Contribution/value-add: The findings present a novel and reliable conceptual framework that enhances our understanding of the complex interrelationships among the HRMP variables, POS, trustworthiness and job satisfaction.

The present study aimed at designing and testing a model of servant leadership consequences. It has selected the servant leadership structure as an antecedent variable, the job satisfaction, organizational commitment and organizational citizenship behavior structures as the consequent variables, and the perceived organizational support and leader-member exchange structures as the mediator variables. The research method was descriptive correlational. Therefore, a total of 230 employees from an industrial company were selected through simple random sampling. The research tools included the servant leadership, perceived organizational support, leader-member exchange, job satisfaction, organizational commitment and organizational citizenship behavior questionnaires. The data was analyzed through structural equation modeling (SEM) and mediator analysis. The analysis of structural equation modeling supported the proposed model fit with data.The results indicated a direct positive effect of servant leadership on all dependent variables in the model, and a direct positive effect of perceived organizational support on job satisfaction, organizational commitment and organizational citizenship behavior, and a positive indirect effect of servant leadership on job satisfaction, organizational commitment and organizational citizenship behavior through perceived organizational support and leader-member exchange.

ObjectiveBased on the theory of perceived organizational support (POS), conservation of resource (COR) and job demands-resources (JD-R) model, this study establishes a moderated mediation model to test the role of job satisfaction in mediating the relationship between POS and job burnout, as well as the role of regulatory emotional self-efficacy (RES) in moderating the above mediating process.MethodsA total of 784 police officers were surveyed with the POS Scale, the Job Burnout Questionnaire, the RES Scale, and the Minnesota Job Satisfaction Questionnaire.Results(1) After controlling for gender, seniority, age, police classification, education, and marital status, regression analysis showed a significant negative correlation between POS and burnout (r = −0.42, p < 0.01), and the former had a significant negative predictive effect on job burnout (β = −0.42, p < 0.001). (2) The mediating effect test shows that job satisfaction plays a partial role in mediating the relationship between POS and job burnout. (3) Through the analysis of the moderated mediation model test, RES moderates the first half of the path of “POS → job satisfaction → job burnout.”ConclusionPOS not only directly affects police job burnout but also indirectly affects police job burnout through job satisfaction. RES enhances the influence of organizational support on job satisfaction. This study indicates the combined effect of POS, job satisfaction, and RES on job burnout and has certain guiding significance for alleviating police job burnout.

Purpose-This study looks at job satisfaction as a mediating variable to explore the relationship between workplace harassment and perceived of organizational support on intention to leave. Design/Methodology/Approach-Employees in the textile and textile products sector in Central Java Province made up the study's population. Purposive sampling was used to acquire the data for this study, and a total of 60 participants made up the sample. Through the use of an analytical program called Smart PLS version 3.0, the outer model and inner model analysis methods were used to analyze the data for this study. Findings-The direct findings demonstrated that job satisfaction and turnover intention were highly impacted by workplace harassment and perceptions of organizational support. Job satisfaction did, however, have a negative and negligible effect on the intention to leave. The indirect findings indicated that there was no evidence to support the idea that job satisfaction could moderate the effects of workplace harassment on intention to leave and the perception of organizational support on intention to leave. Research limitations/implications-These findings have policy implications for all levels of government in Central Java Province, which must prioritize reducing workplace harassment through strict enforcement of regulations. For companies, the results of this research can be used to develop perceived organizational support programs. Originality/value-The study on employee behaviour in the textile products business is quite restricted, and no earlier studies on the influence of workplace harassment and perceived organizational support on turnover intention mediated by job satisfaction have been done. This study also calls into question the widely held belief that findings collected in one specific location may be extended to the larger phenomena at the country level.

The working conditions observed in public administration organizations have deleterious effects on the psychological well-being of employees. Professional resources can predict the relationship between job demands and psychological well-being. The aim of this article is to determine the impact of job demands on the psychological well-being of civil servants and the mediating role of perceived organizational support (POS) in Gabon’s public administration. Currently, Gabon’s public administration is undergoing organizational changes through the introduction of professional technologies. Studies have predominantly focused on job satisfaction and national culture. These studies have provided little information on the influence of organizational changes, demands and resources on the well-being of public servants in this country. It was therefore important to understand the factors related to the psychological well-being of civil servants. A questionnaire survey plan was drawn up with 162 participants from one of the country’s major public institutions. Correlation, regression and mediation analyses were conducted to determine the relationships between the variables. The results revealed that job demands significantly predicted psychological well-being. It was also found that the impact of job demands on psychological well-being was fully mediated by POS. According to these results, POS plays a mediating role in the relationship between job demands and psychological well-being. We conclude that interventions that strengthen organizational support could help civil servants cope with the pressures of working conditions in their administrations.