Support over Safety? Rethinking How Organizational Support Empowers Gen Z in The Workplace

يهدف البحث إلى توضيح الدور الوسيط للدعم التنظيمي المدرك (POS)على علاقة التأثير بين مناخ الامان النفسي (PSC) والارتباط الوظيفي، ولتحقيق هذا الهدف، تم الاعتماد على المنهج الإيجابي وبصفة خاصة النموذج الاستنباطي الفرضي، وتم جمع البيانات باستخدام قائمة استقصاء موجهة إلى عينة عددها (293) مفردة من متخصصي الرعاية الصحية بمستشفيات الهيئة العامة للتأمين الصحي بمحافظة كفر الشيخ، وتم تحليل البيانات واختبارات الفروض بالاعتماد على برنامج (SPSS.AMOS. V24).وأشارت نتائج الدراسة إلى وجود علاقة ارتباط إيجابي معنوي بين متغيرات مناخ الامان النفسي (PSC) وأبعاده والدعم التنظيمي المدرك (POS)وأبعاده والارتباط الوظيفي. كما اتضح أيضاً وجود علاقة تأثير إيجابي معنوي بين مناخ الامان النفسي (PSC) وأبعاده وهي (التزام الإدارة، أولوية الإدارة، الاتصال التنظيمي، المشاركة التنظيمية) والارتباط الوظيفي، ووجود علاقة تأثير إيجابي معنوي بين مناخ الامان النفسي (PSC) وأبعاده والدعم التنظيمي المدرك (POS). بالإضافة إلى وجود علاقة تأثير إيجابي معنوي بين الدعم التنظيمي المدرك (POS)وأبعاده (العدالة التنظيمية، الدعم القيادي، المشاركة في صنع القرارات، دعم وتأكيد الذات) والارتباط الوظيفي. وأخيرا وجود أثر إيجابي معنوي غير مباشر للدعم التنظيمي المدرك (POS)على العلاقة بين مناخ الامان النفسي (PSC) والارتباط الوظيفي. وفي ضوء هذه النتائج تم تقديم مجموعة التوصيات لتنمية الارتباط الوظيفي بالمستشفيات موضع الدراسة، وذلك من خلال الدعم التنظيمي المدرك، ومناخ الأمان النفسي.

This study focuses on participative leadership as an important factor influencing employees' innovative behavior. In recent years, participative leadership has begun to receive attention as an useful leader behavior that can explain employees’ innovative behavior. Based on social cognitive theory, we hypothesized the mediating effect of psychological empowerment in the relationship between participative leadership and innovative behavior as well as the moderating effect of perceived psychological safety climate in the relationship between psychological empowerment and innovative behavior. Both psychological empowerment and psychological safety are considered to relate to innovative behavior, but their interaction effect have not been adequately discussed and tested. This study tested their interaction effect in innovative behavior. Data were collected using questionnaires from 280 employees to test three hypotheses. Hierarchical regression analyses and SPSS Macro analysis were performed and the results supported all the hypotheses. First, participative leadership positively related to employees' innovative behavior. Second, the relationship between participative leadership and innovative behavior was mediated by psychological empowerment. Third, perceived psychological safety climate positively moderated the relationship between psychological empowerment and innovative behavior. The positive moderating effect means that the higher the perceived psychological safety climate is, the greater the impact of psychological empowerment on innovative behavior. Fourth, the conditional indirect effect was supported, indicating that the indirect effect is stronger when psychological safety climate is high than when psychological safety climate is low. The results of this study confirmed the importance and usefulness of participative leadership by showing the motivational effect of participative leadership on employee innovative behavior. In addition, this study confirmed the mediating effect of psychological empowerment and the moderating effect of psychological safety based on social cognitive theory, which provides the theoretical basis for participatory leadership research. Based on the results of this study, academic and practical implications were further discussed and suggestions for future research were presented.

The purpose of the current study was to examine relationships between teachers' perceived organizational support (POS), climate for initiative (CS), climate for psychological safety (CPS), and job satisfaction (JS). A cross-sectional correlational design was employed. The sample consisted of a randomly selected 397 high school teachers working in the central districts of Ankara, Türkiye. A structural equation modelling technique was utilized in the analyses of direct and indirect relationships between the study variables. Findings confirmed the proposed model. More specifically, teachers’ POS influenced their JS both directly and indirectly through CS and CPS. Findings also suggest that teachers' job satisfaction is more likely to increase in schools where the organizational support is high, in turn, they feel motivated to take initiative and feel psychologically safe. The findings of the study supported the assumptions of Herzberg’s Two Factor Motivation Theory where the intrinsic and extrinsic factors collectively play important roles in teachers’ motivation and job satisfaction. Findings would guide policymakers and practicing educational leaders in formulating policies and practices in creating conducive school environments where teachers feel supported, safe, and motivated.

Workplace accidents are often underestimated, yet they significantly affect an organization's reputation, costs, productivity, and employee retention. This study investigates the role of employee engagement and its dimensions in influencing psychological empowerment, safety climate, and safety performance. Data were collected via questionnaires from 400 operator-level employees across seven Malaysian electrical and electronics manufacturing companies. Structural Equation Modeling (SEM) using Smart-PLS was used to examine the relationships. The results indicate that employee engagement significantly mediates the relationship between safety climate and psychological empowerment, contributing to improved safety performance. These findings underscore the importance of fostering employee engagement and its dimensions to enhance organizational safety and overall performance. Furthermore, the outcomes from this study yielded a model encompassing safety climate, psychological empowerment, employee engagement and safety performance. This study has demonstrated that safety in the workplace embraces the views JEL Codes: Keywords: Safety climate, psychological empowerment, employee engagement, SmartPLS.

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

Purpose This study explores the effect of inclusive leadership (IL) on organizational commitment (OC) in Pakistan’s telecom sector. Psychological safety (PS) and perceived organizational support (POS) are taken as mediators to explore the interplay of the constructs. The study aims to contribute to the existing literature by providing insights into the critical role of inclusive IL impacting OC through PS and POS as mediators. Design/methodology/approach This study uses a quantitative methodology and a cross-sectional survey of 289 employees of the telecom sector working in the front office dealing with customer services. Using confirmatory factor analysis and structural equation modeling, the study tests hypotheses on the critical role of OC in Pakistan’s telecom sector. With the aid of SPSS v27 and AMOS v23 for structural equation model construction and path analysis, a time-lagged data collection method was used to avoid common method bias. Findings According to the research paper’s findings, evidence supports the hypotheses, suggesting that IL has a positive direct and indirect impact on OC via PS and POS. Originality/value This study adds to the existing body of knowledge on IL, PS, POS and OC. This study also tests the mediating role of PS and POS in Pakistan’s telecom sector’s service domain. This research also provides practical implications for leaders and employees concerning PS and POS in the specific context of Pakistan’s society.

Preschool teachers' work engagement is a pivotal factor influencing children's developmental outcomes, classroom climate, and overall educational quality. Grounded in Self-Determination Theory (SDT) and the Job Demands-Resources (JD-R) model, this study investigates how perceived organizational support (POS) affects work engagement (WE) through the mediating mechanism of psychological empowerment (PE). Using validated scales adapted for Chinese preschool teachers—including Preschool Teachers' Perceived Organizational Support Scale, Preschool Teachers' Psychological Empowerment Scale, and Preschool Teachers' Work Engagement Scale. The research framework was tested using survey data collected from 353 Preschool teachers in 17 kindergartens in Shaanxi Province, China. The empirical results reveal statistically significant positive relationships (p<0.01) among the three core constructs - POS, PE, and WE - as well as between each of their subdimensions, as measured by Pearson correlation analysis. To systematically examine the mechanisms underlying teacher engagement, this study utilizes structural equation modeling (SEM) with AMOS software to explore the connections among POS, PE, and WE. The AMOS-based SEM analysis confirmed that POS directly enhances WE while also exerting an indirect effect through the mediating pathway of PE. The model demonstrated good fit indices, validating the hypothesized relationships. Specifically, organizational support fosters teachers' sense of meaning, autonomy, self-efficacy, and impact - the core dimensions of PE - which in turn strengthens their WE. These findings underscore that when teachers perceive organizational support—through fair policies, resource provision, and leadership recognition—they experience greater empowerment in their roles, subsequently enhancing their motivation and commitment. The study provides empirical evidence that kindergarten administrators should implement dual-focused interventions: (1) strengthen organizational support systems, and (2) cultivate empowerment via participatory decision-making and professional development. Such strategies can sustain teacher engagement, ultimately elevating early childhood education quality and child development outcomes.

Under intensified downward economic pressures on the economy, technological innovation is playing a pivotal role in the development of Chinese enterprises. Employees’ psychological safety significantly influences their innovative behaviors, as a climate of psychological safety fosters greater willingness among staff to engage in voice behaviors. Guanxi with a team leader may decrease this effect. This study analyzed survey data from 263 employees of China’s private manufacturing enterprises to explore the moderating role of guanxi with a team leader in the relationship between psychological safety climate and voice behavior. Results showed that psychological safety climate was positively correlated with promotive and prohibitive voices, and employees with a higher psychological safety climate were more likely to develop voice behavior. Guanxi with team leaders negatively moderated the relationship between psychological safety climate and promotive and prohibitive voices, and the association between psychological safety climate and promotive and prohibitive voices was strong when guanxi with a team leader was weak. This study expands the scope of the application of guanxi, with team leaders as a moderating variable. It helps leaders focus on the psychological safety climate of employees, maintain harmonious and friendly interpersonal relationships with employees, enable employees to spontaneously contribute to the development of the organization, and enhance cohesion in the organization.

The aims of this study were to investigate the relationship between organizational support perceptions and personal growth initiative levels of the faculty members working in Turkey and to examine the effect of self-efficacy perceptions in this relationship. The study was designed as a relational survey model. 346 faculty members from public universities in Turkey comprised the participants. The data was collected with General Self-Efficacy Scale (GSES), Perceived Organizational Support Scale (POSS), Personal Growth Initiative Scale-II (PGIS-II). Descriptive analyses and structural equation modeling (SEM) was applied to examine the structural relations among the variables. It was observed that faculty members’ organizational support perceptions had a significant direct effect on their personal growth initiative levels; organizational support perceptions had a significant effect on general self-efficacy beliefs; and the effect of general self-efficacy beliefs on personal growth initiative levels was significant. It was evidenced that faculty members’ self-efficacy beliefs fully mediated the relationship between perceived organizational support and personal growth initiative levels. These results are in line with the principles of Organizational Support Theory and Social Cognitive Theory. More research explaining the effect of organizational factors on self-efficacy and personal growth initiative is needed.

A model for predicting psychological empowerment and proactive behavior was examined with 80 agricultural personnel from Karaj, Iran country. They completed measures of perceived organizational support (POS), psychological empowerment (PE), self efficacy (JSE), and proactive behavior (PB). Results supported the conceptual framework of study for understanding internal and motivational underpinnings that may contribute to explain psychological empowerment and proactive behavior. Perceived organizational support and self efficacy related positively to psychological empowerment and proactive behavior, and perceived organizational support and self efficacy each contributed distinctive variance to the explanation of psychological empowerment. Self efficacy partially mediated the relationship between perceived organizational support and psychological empowerment, psychological empowerment partially mediated the relationship between self efficacy and proactive behavior, and the combination of psychological empowerment and self efficacy fully mediated the relationship between perceived organizational support and proactive behavior. Finally, the research provided managerial implications. Key words: Psychological Empowerment (PE); Proactive Behavior (PB); Perceived Organizational Support (POS); Self Efficacy

Purpose The clinical learning environment (CLE) affects resident physician well-being. This study assessed how aspects of the learning environment affected the level of resident job stress and burnout. Materials and methods Three institutions surveyed residents assessing aspects of the CLE and well-being via anonymous survey in fall of 2020 during COVID. Psychological safety (PS) and perceived organizational support (POS) were used to capture the CLE, and the Mini-Z Scale was used to assess resident job stress and burnout. A total of 2,196 residents received a survey link; 889 responded (40% response rate). Path analysis explored both direct and indirect relationships between PS, POS, resident stress, and resident burnout. Results Both POS and PS had significant negative relationships with experiencing a great deal of job stress; the relationship between PS and stress was noticeably stronger than POS and stress (POS: B= −0.12, p=.025; PS: B= −0.37, p<.001). The relationship between stress and residents’ level of burnout was also significant (B = 0.38, p<.001). The overall model explained 25% of the variance in resident burnout. Conclusions Organizational support and psychological safety of the learning environment is associated with resident burnout. It is important for educational leaders to recognize and mitigate these factors.

BackgroundDigital technologies have transformed nursing practices, enhancing efficiency while increasing the complexity of information. Although digital literacy enables nurses to manage digital tools effectively, its impact on team collaboration remains underexplored. This study investigates the influence of digital literacy on nursing team collaboration ability and its underlying mechanisms.MethodsThis study was conducted from March to July 2025 in a tertiary Grade A hospital in Hangzhou, China, involving 495 nurses. We employed scales for digital literacy, situational awareness, psychological safety climate, and team collaboration to collect data. The Process Model 6 was used to test the chain‐like mediating effects of situational awareness and psychological safety climate on the relationship between nurses’ digital literacy and their ability to collaborate within the nursing team. Latent profile analysis was applied to classify situational awareness and psychological safety climate into latent categories.ResultsDigital literacy is significantly and positively associated with nursing team collaboration. Further mediation analysis revealed that situational awareness and psychological safety climate acted as chain‐like mediators between digital literacy and team collaboration. From the individual‐centered perspective, situational awareness and psychological safety climate were categorized into three subgroups: high psychological safety climate‐high situational awareness, medium psychological safety climate‐medium situational awareness, and low psychological safety climate‐low situational awareness.ConclusionHospital administrators and nursing team leaders should prioritize the development of nurses’ digital literacy and optimize the situational awareness and psychological safety climate in nursing environments to enhance team collaboration and overall healthcare service quality.

Objective - Individual work performance (IWP) has been researched time and time again in the past few decades. Interestingly enough, existing research on IWP focuses mainly on the area of work production and lacks an in-depth holistic understanding of IWP and other interrelated work behaviours. In this study, IWP is explored in the context of a multidimensional construct that includes the dimensions of task, contextual, and counterproductive behaviours. The purpose of this research is to investigate whether the three variables of work engagement (WE), psychological empowerment (PE), and subjective well-being (SWB) mediate and correlate with the relationship between perceived organisational support (POS) and IWP. Methodology/Technique - 780 employees from 4 organisations in Jakarta were selected to participate in this study. The respondents were tasked with responding to five questionnaires including (1) IWP of Koopmans, (2) POS of Eisenberger, (3) SWB of Diener, (4) WE of Baker and Schaufeli, (5) PE of Spreitzer. The data was analysed using structural equation modelling. Findings - The results show that the proposed structural model aligns with the empirical data [X2 (0, N = 780) = 0, p = 1.000; RMSEA=.000]. This research concludes that the relationship between POS and IWP is best mediated by either WE, PE or SWB. Among the three mediators, WE plays the greatest role in mediating the relationship between POS and IWP. Novelty - These findings expand on previous research on the weak relationship between POS and IWP. Type of Paper - Empirical. Keywords: Individual Work Performance; Perceived Organizational Support; Psychological Empowerment; Subjective Well-being; Work Engagement. JEL Classification: L20, L25, L29.

The literature has extensively demonstrated the pivotal role of Talent Management Practices (TMP) and Perceived Organizational Support (POS) across various sectors, serving as fundamental catalysts for both Employee Performance (EP) and Organizational Performance (OP). TMP encompasses a spectrum of strategies, including recruitment, training, development, and retention, aimed at nurturing talent within organizations. Effective TMP fosters enhanced employee skills, motivation, and overall performance. On the other hand, POS reflects an Employee's Perception of Organizational Value and Support, leading to increased commitment, Job Satisfaction, and Performance when Adequately Perceived. This research investigates the effects of TMP and POS on EP and OP within Saudi Arabia Telecommunication Companies, with a specific emphasize the importance of mediation in the TMP-EP/OP relationship. Data were collected from 397 employees across Four Telecommunications Firms in Saudi Arabia, utilizing a cross-sectional survey design. Structural equation modeling, facilitated by Smart-PLS software, was employed for data analysis. Results indicate substantial and favorable influences of both TMP and POS on EP and OP. Additionally, TMP significantly influences POS, while the interaction between TMP and POS exhibits a notable positive effect on EP and OP, highlighting POS as a mediator between TMP and both EP and OP. This research enhances the understanding of organizational support theory by elucidating the interplay and significance of TMP and POS on EP and OP within Saudi Arabia telecommunication companies. It offers actionable insights for HR managers to optimize TMP and POS strategies, thereby enhancing EP and OP. Acknowledging the limitations of the cross-sectional design and self-reported measures, the study suggests avenues for upcoming research to explore the causal and longitudinal effects of TMP and POS on EP and OP, including the mediating mechanisms and boundary conditions of this relationship.

This study tested relationships between health and well-being best practices and 3 types of outcomes. A cross-sectional design used data from the HERO Scorecard Benchmark Database. Data were voluntarily provided by employers who submitted web-based survey responses. Analyses were limited to 812 organizations that completed the HERO Scorecard between January 12, 2015 and October 2, 2017. Independent variables included organizational and leadership support, program comprehensiveness, program integration, and incentives. Dependent variables included participation rates, health and medical cost impact, and perceptions of organizational support. Three structural equation models were developed to investigate the relationships among study variables. Model sample size varied based on organizationally reported outcomes. All models fit the data well (comparative fit index > 0.96). Organizational and leadership support was the strongest predictor (P < .05) of participation (n = 276 organizations), impact (n = 160 organizations), and perceived organizational support (n = 143 organizations). Incentives predicted participation in health assessment and biometric screening (P < .05). Program comprehensiveness and program integration were not significant predictors (P > .05) in any of the models. Organizational and leadership support practices are essential to produce participation, health and medical cost impact, and perceptions of organizational support. While incentives influence participation, they are likely insufficient to yield downstream outcomes. The overall study design limits the ability to make causal inferences from the data.