Will Healthcare Workers Withhold Effort During Communicable Disease Outbreaks? An Interactive Effect of Pay Satisfaction and Perceived Organizational Support

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

Perceived organizational support (POS) may promote healthcare worker mental health, but organizational factors that foster POS during the COVID-19 pandemic are unknown. The goals of this study were to identify actions and policies regarding COVID-19 that healthcare organizations can implement to promote POS and to evaluate the impact of POS on physicians' mental health, burnout, and intention to leave patient care. We conducted a cross-sectional national survey with an online panel of internal medicine physicians from the American College of Physicians in September and October of 2020. POS was measured with a 4-item scale, based on items from Eisenberger's Perceived Organizational Support Scale that were adapted for the pandemic. Mental health outcomes and burnout were measured with short screening scales. The response rate was 37.8% (N = 810). Three healthcare organization actions and policies were independently associated with higher levels of POS in a multiple linear regression model that included all actions and policies as well as potential confounding factors: opportunities to discuss ethical issues related to COVID-19 (β (regression coefficient) = 0.74, p = .001), adequate access to personal protective equipment (β = 1.00, p = .005), and leadership that listens to healthcare worker concerns regarding COVID-19 (β = 3.58, p < .001). Sanctioning workers who speak out on COVID-19 safety issues or refuse pandemic deployment was associated with lower POS (β = -2.06, p < .001). In multivariable logistic regression models, high POS was associated with approximately half the odds of screening positive for generalized anxiety, depression, post-traumatic stress disorder, burnout, and intention to leave patient care within 5 years. Our results suggest that healthcare organizations may be able to increase POS among physicians during the COVID-19 pandemic by guaranteeing adequate personal protective equipment, making sure that leaders listen to concerns about COVID-19, and offering opportunities to discuss ethical concerns related to caring for patients with COVID-19. Other policies and actions such as rapid COVID-19 tests may be implemented for the safety of staff and patients, but the policies and actions associated with POS in multivariable models in this study are likely to have the largest positive impact on POS. Warning or sanctioning workers who refuse pandemic deployment or speak up about worker and patient safety is associated with lower POS and should be avoided. We also found that high degrees of POS are associated with lower rates of adverse outcomes. So, by implementing the tangible support policies positively associated with POS and avoiding punitive ones, healthcare organizations may be able to reduce adverse mental health outcomes and attrition among their physicians.

Background: Data support the link between the coronavirus disease 2019 (COVID-19) pandemic and mental distress in healthcare workers (HCWs). Although previous studies have documented the association between organizational policies and employees' psychological and mental status, there is still scant evidence regarding the effect of perceived organizational support (POS) on mental distress in HCWs during the pandemic.Aims: The present study aimed to assess the association between POS and mental distress in HCWs during the COVID-19 pandemic. The role of POS in stress, depressive and trauma symptoms in HCWs was investigated.Methods: This was an online cross-sectional study in 424 HCWs. Data were collected during the first wave of the pandemic, and included demographics, a 7-item questionnaire assessing POS, the “Patient Health Questionnaire” assessing depressive symptoms, the “Impact of Events Scale Revised,” measuring post-traumatic stress disorder (PTSD) symptoms and the “Perceived Stress Scale” assessing perceived stress.Results: The mean POS score was 3.33 [standard deviation:1.85; range 0–7]. Younger (p < 0.001), less experienced (p < 0.001), female (p = 0.002), and non-physician HCWs (p = 0.031) were more likely to report lower self-perceived organizational support than older, male, more experienced physicians. Self-perceived organizational support was significantly and negatively associated with and self-assessed intensity of stress, depressive and traumatic symptoms, after adjusting for putative confounders (p < 0.001).Discussion: Self-perceived organizational support was significantly associated with HCWs' self-assessed mental status during the pandemic. Organizational support and mental distress should be addressed simultaneously in HCWs during the COVID-19 pandemic to increase resilience among them.

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.

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.

The aim of this study is to investigate the mediating role of work engagement in the effect of healthcare workers’ perceptions of organizational trust and organizational support on organizational cynicism. A total of 306 healthcare workers participated in the research. Data was collected using scales for organizational trust, organizational support, organizational cynicism, and work engagement. Confirmatory factor analysis was conducted to validate the structure of the scales. The study employed PATH analysis to determine the mediating role of work engagement. The data were analyzed using SPSS and AMOS software. The findings established a negative relationship between perceptions of organizational trust and organizational support with organizational cynicism, which is partially mediated by the level of work engagement. Additionally, the study identified a negative relationship between the level of work engagement and organizational cynicism. Conversely, the study concluded that perceptions of organizational trust and support have a positive impact on work engagement levels. This research makes a significant contribution to understanding the effects of healthcare workers’ perceptions of organizational trust and support on organizational cynicism and work engagement. Furthermore, these results could provide a valuable foundation for developing effective strategies in the management and practice of health organizations.

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.

Purpose: The global health and fitness industry has experienced significant growth, particularly in China, where Beijing serves as a central hub for fitness enterprises. However, high employee turnover remains a pervasive issue, threatening service quality, customer loyalty, and long-term business sustainability. This research seeks to explore the issue of employee retention within the health and fitness sector by investigating how Perceived Organizational Support (POS) influences turnover intention. Specifically, it examines the mediating roles of organizational commitment and job burnout, while also considering the moderating effect of Person–Organization Fit (P–O Fit). By exploring these dynamics within the unique cultural and organizational context of Beijing, China, this research sought to provide industry-specific insights into reducing turnover and enhancing employee retention. Introduction/Background: The global fitness industry has experienced rapid growth, with China emerging as a significant market. However, high employee turnover threatens business sustainability and service quality. While POS has been extensively studied in Western contexts, its role in reducing turnover intention within China's fitness sector remains underexplored. Furthermore, the interplay between POS, organizational commitment, job burnout, and P–O Fit requires empirical validation to inform retention strategies in this unique industry. Methods: A quantitative research approach was used, with survey data from 401 fitness employees in Beijing. Purposive sampling was used, ensuring that respondents worked in fitness organizations and resided in Beijing. Data was collected through an online questionnaire, which included validated scales for POS, organizational commitment, job burnout, turnover intention, and P–O Fit. Structural Equation Modeling was used to test direct, mediating, and moderating effects. Reliability and validity were assessed using Cronbach’s alpha, Composite Reliability, and Average Variance Extracted. Hierarchical regression analysis was conducted to examine the moderating role of P–O Fit. Findings: The study presents several research findings. First, POS negatively affected turnover intention, indicating that employees perceiving higher organizational support were less likely to leave. Second, POS positively influenced organizational commitment, reinforcing employees' loyalty. Third, POS negatively impacted job burnout, suggesting that higher organizational support reduces employee exhaustion. Fourth, organizational commitment negatively affected turnover intention, affirming that committed employees were less likely to leave. Next, job burnout positively influenced turnover intention, indicating that burnout contributes to employees' desires to leave. Furthermore, organizational commitment mediated the relationship between POS and turnover intention, implying that POS enhanced commitment, which subsequently reduces turnover intention. In addition, job burnout mediated the negative relationship between POS and turnover intention, showing that POS reduces burnout, which in turn lowers turnover intention. Finally, P–O Fit moderated the relationship between POS and turnover intention, revealing that when employees’ values align with organizational values, the impact of POS on reducing turnover intention is stronger. Contribution/Impact on Society: This study extended organizational behavior research by applying established theories to the fitness industry, a sector often overlooked in retention studies. It provides empirical evidence on how POS, organizational commitment, and job burnout interact to shape turnover intention, while also introducing P–O Fit as a crucial moderating variable. For organizations, the findings highlight the necessity of fostering a supportive work environment, strengthening organizational commitment, and mitigating burnout to enhance employee retention. Recommendations: First, organizations should implement career development programs, mentorship initiatives, and mental health resources to improve POS. Moreover, structured interventions, such as flexible work schedules and workload management, should be introduced to reduce burnout. Furthermore, hiring strategies should prioritize candidates with high P–O Fit to ensure long-term alignment with organizational values. Lastly, leadership training focusing on emotional intelligence and communication should be implemented to enhance employee engagement. Research Limitations: This study had certain limitations, one of which was its geographical focus on Beijing, potentially restricting the applicability of the findings to other regions. Additionally, the use of self-reported survey data may have led to potential biases, such as social desirability bias. The study also did not explore other potential moderating or mediating factors, such as leadership style or work-life balance, which could provide further insights into turnover intention. Future Research: Future studies should expand the geographic scope to include multiple cities or countries for cross-cultural comparisons. Researchers should explore additional moderating factors, such as leadership style and job embeddedness, to develop a more comprehensive model of turnover intention. Longitudinal studies could also be conducted to track the long-term effects of POS on employee retention in dynamic industries like fitness.

Organizational culture and organizational support are important for employees’ perceptions of organizational justice. However, the existing literature has largely neglected the perceptions of disabled employees while analyzing the relationships between these variables. The effects of organizational support and culture on organizational justice among employees with disabilities were examined in this study. The study included 203 disabled employees in different business lines in Kazakhstan. Data were obtained using organizational culture, organizational support, and organizational justice scales. The research data were analyzed using descriptive analysis, correlation analysis, and structural equation model analysis. The descriptive analysis’s findings indicated that employees’ perceptions of organizational culture, organizational justice, and organizational support were at a moderate level. The structural equation model results indicated that disabled employees’ perceptions of organizational justice increased in parallel with their perceptions of organizational support and culture.

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.

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.

Purpose: The main purpose of this study is to determine the relationship between organisational support and teacher leadership perceptions of high school teachers.Design/Methodology/Approach: The population of this study, which was designed in the relational screening model, consists of teachers working in state high schools in the central districts of Hatay in the 2018-2019 academic year. 298 teachers were selected through the random selection method. The research data collected by the “Perceived Organisational Support Scale” and “Teacher Leadership Scale” were analysed via arithmetic means frequency values, percentage, standard deviation, Kruskal Wallis test, Mann Whitney U test, Pearson product of moments, and simple linear regression analysis.Findings: According to the results, it was determined that teachers’ perceptions of organisational support and teacher leadership are high. Teachers’ perceptions of the teacher leadership’s dimension of collaboration with colleagues differ significantly according to seniority and educational status variables. It has been observed that teachers working in schools accepting students without examination have a higher perception of organisational support than teachers working in schools that accept students with aptitude tests. There is a moderately positive significant relationship between teachers’ perceptions of organisational support and teacher leadership. The study determined that organisational support is a significant predictor of the sub-dimensions of teacher leadership, institutional development, professional development, and collaboration with colleagues.Highlights: Teachers who accept students without an exam have a higher perception of organisational support than teachers who accept students with aptitude tests. This shows that the school type is an important variable. In this direction, qualitative studies can be conducted to gain in-depth information on why the perception of organisational support differs according to school types. Considering that organisational support is a predictor of teacher leadership, it can be stated that there is a need for studies to determine the factors affecting teachers’ perceptions of organisational support.

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

The impact of perceived organizational support and resilience on pharmacists’ engagement in their stressful and competitive workplaces in Saudi Arabia

PurposeIn this research, we investigate the effect of high-performance work practices (HPWPs) on medical professionals' work outcomes through the mediating effect of perceived organizational support (POS).Design/methodology/approachThe study analyzes the opinions of 218 medical doctors from private hospitals in Bangladesh, employing Partial Least Square-Structural Equation Modeling (PLS-SEM).FindingsWe find that HPWPs enhance employee performance and POS and minimize turnover intention. POS also has a substantial influence on both employee performance and turnover intention. Moreover, POS finds a significant mediating effect on HPWPs and performance as well as HPWPs and turnover intention relations.Research limitations/implicationsThe current research focuses on medical doctors who are presently working in private hospitals in Bangladesh.Practical implicationsFirst, the hospital would recognize the role of employee perceived HPWPs. Second, they might understand how HPWPs would utilize and maintain employees effectively via POS that might further improve the healthcare industry. Suggestions for future research indicate the models potential to provide optimal workplace environments that can benefit organizations as well as improve employee performance.Originality/valueThe study would provide a unique insight into the higher-order HPWPs system and its effects on the health care organizations in developing country contexts like Bangladesh. This study also extends the research on POS as a mediator between higher-order HPWPs and employee outcomes in the organization.