Levels Of Perceived Organizational Support Research Articles

Work from home and workplace ostracism, beyond the COVID-19 pandemic: moderating effect of perceived organizational support

PurposeThis study investigates whether prolonged durations of work from home (WFH) leads to workplace ostracism (WO), and whether such relationship is moderated by perceived organizational support (POS). The context of this research is based on the post-COVID-19 pandemic period, when most organizations have either recalled their employees back to their physical workplaces, or in other cases employees are relegated to continued WFH or to a hybrid model that combines both in-office and remote work. The importance of this study is the spotlight it brings to employees who feel ostracized from their workplace due the continued practice of WFH.Design/methodology/approachA conceptual model is developed, by leveraging the conservation of resources (COR) theory. The hypotheses are tested by using cross-sectional survey data collected from 240 employees working in various organizations in the Sultanate of Oman from both public and private sectors. The data are analyzed using R Core Team software.FindingsThe findings of the study reveal that WFH does not have any direct impact on WO. However, when POS is applied as moderator, the results indicate that at low levels of POS, the relationship between WFH and WO becomes significant, but not at moderate to high levels of POS.Research limitations/implicationsThis study provides insights into how the phenomenon of WFH is likely to influence perceptions of employees in terms of feeling excluded from the organization by being asked to continue to work remotely, while many of their colleagues have returned to their prepandemic workplaces. The implications of the findings are relevant to the growing literature on employee experiences in the realm of emerging work models being introduced by organizations. Among the limitations of this study is the fact that there may be missing mediators that link WFH with WO, and the possibility that such a study if replicated in other cultural contexts may yield different results.Practical implicationsThis study presents evidence to managers on leveraging the power of organizational support to ensure that negative emotions among employees such as WO are mitigated.Originality/valueThis appears to be among the first studies that attempts to provide insights into employee perceptions about WO in the postpandemic period, especially with regards to the emerging work arrangements that are primarily based on WFH that are being widely adopted by many organizations around the world. The results of this study provide useful information about how WFH and POS come together to influence emotions of individuals who have been longing to get back to their normal workplace once the social distancing guidelines of the pandemic were lifted.

Mindfulness and workplace ostracism in the post-pandemic work from home arrangement: moderating the effect of perceived organizational support

PurposeSweeping changes are underway in the world of work where new work-models such as permanent work-from home mandates are being implemented by many organizations in the aftermath of the COVID-19 pandemic. Although cost benefits for organizations are obvious from such measures, little is known about how emotions of employees are affected by such measures. A recent industry survey reveals that some employees feel that they are being ostracized from their normal workplace while others are being allowed to return to their normal office settings. However, there appears to be dearth of empirical studies on how employees are coping with workplace ostracism (WO), and whether such emotions are related to factors such as their levels of mindfulness and perceived organizational support (POS). Therefore, this study deploys the stress and coping theory to suggest that individuals with high levels of mindfulness are less likely to experience WO, and that such a relationship is further moderated by POS.Design/methodology/approachThe hypotheses developed in this study are tested through survey data collected from 240 employees who work for various large organizations in Oman. Eligible respondents are employees who have been directed by their employers to continue to work from home even after a large portion of their colleagues have returned to their physical offices.FindingsThe data is analyzed with R Core Team software. The findings reveal that employees with high levels of mindfulness reported lower levels of WO. Furthermore, POS moderates the inverse relationship between mindfulness and WO at moderate and high levels of POS but not when organizational support is perceived to be at low levels.Research limitations/implicationsThis study suffers from several limitations. First, the study is cross-sectional in nature and does not capture how the perceptions of workplace ostracism change over time. Considering that majority of the new directives to employees to permanently work from their remote locations are quite recent. Second, this study posits the effect of mindfulness as a trait on WO and does not consider other constructs. Third, the demographic details of the respondents indicates that bulk of the employees that were asked by their employers to continue to work from home even after the COVID-19 restrictions were lifted were women (68%).Practical implicationsPractically, the relationships between mindfulness, perceived organizational support and workplace ostracism provide useful managerial knowledge. This is particularly important considering the fact that the influence on employee perceptions due to these new work models are yet to be fully realized. As a result, managers can fine-tune their organizational communication and their training programs toward developing awareness of the present among employees to enable them to appraise new organizational policies from a more holistic long-term perspective. Additionally, the management can also emphasize sufficient material and psychological support for employees that are required to remain working from home.Originality/valueThis study appears to be among the first empirical research that provides evidence on the inverse relationship between mindfulness and WO, especially in the context of the new work-models in the post pandemic period. Additionally, the study demonstrates that moderate to high levels of POS can further mitigate WO among individuals with higher levels of mindfulness.

How socially responsible human resource management fosters work engagement: the role of perceived organizational support and affective organizational commitment

PurposeIn recent years, efforts to reinforce the links between corporate social responsibility and human resource management have highlighted employees’ role as crucial organizational stakeholders. This study aims to investigate whether workers’ perception of socially responsible human resource management (SR-HRM) based on employee-focused practices is related to work engagement (WE). This research also explored whether perceived organizational support (POS) and affective commitment (AC) can contribute to explaining this relationship. Social exchange theory and job demands-resources model were used to theoretically frame the research.Design/methodology/approachData were collected from a sample of 222 employees working in diverse organizations, using individual online surveys. Several analyses were conducted to assure data robustness to common method bias.FindingsThe results confirm that SR-HRM fosters WE and that this effect is subject to sequential mediation by POS and AC. Accordingly, SR-HRM practices contribute to higher level of POS, which then foster stronger affective bonds with employers and, in turn, higher levels of vigor, absorption and dedication among workers.Originality/valueThe findings contribute to the expansion of the SR-HRM literature by providing a deeper understanding of how this management strategy affects employees’ job-related attitudes, particularly WE a much-overlooked variable in this realm.

Authentic leadership, perceived organizational support, and psychological capital: Implications for job performance in the education sector.

The present study sifts the indirect role of psychological capital (PsyCap) in linking authentic leadership (AL) and job performance (JP). Furthermore, this study investigates the interplay of AL and perceived organizational support (POS) in PsyCap. We tested these assumptions through PROCESS macro with two sources of data collected from 350 employees and their respective colleagues working in education sector organizations in China. The study findings established that AL positively influences employee performance directly and indirectly through PsyCap. POS moderates the effects of AL on PsyCap such that this relationship gets more pronounced in individuals with high levels of POS. All organizations in the education sector can benefit from the current study's practical application. We recommend that firms create and implement these training programs to improve JP since AL is favorably correlated with JP. The organization should pick executives with a vision to encourage e-JP. To promote this behavior, firms can also hold management training seminars, conferences, and programs. Making performance a clear necessity within job criteria will encourage it among personnel. To achieve great results, top management and leadership must inform the workforce about the importance of authentic behavior in the workplace.

An Examination of the Effects of Job Insecurity on Counterproductive Work Behavior Through Organizational Cynicism: Moderating Roles of Perceived Organizational Support and Quality of Leader-Member Exchange.

Job insecurity can trigger cynical attitudes and ultimately lead to harmful behaviors in organizations under the current fast-changing business environment. Drawing on psychological contract theory, this study aimed to investigate the relationship between job insecurity and counterproductive work behavior (CWB) by focusing on the mediating role of organizational cynicism and moderating roles of perceived organizational support (POS) and leader-member exchange (LMX). The data used for the analysis came from a survey that targeted tourism-related industries in South Korea, and 296 responses were finally analyzed. We analyzed reliability, correlation, and mediation, and conducted confirmatory factor analysis, regression analysis, and moderation analysis using SPSS PROCESS macro v. 3.5, with AMOS v. 25.0. The key findings of this study are as follows. First, we found that job insecurity was positively related to CWB. Second, organizational cynicism mediated the relationship between job insecurity and CWB. Third, POS and LMX intensified the negative effects of job insecurity and organizational cynicism, affecting CWB. These results imply that employees with a high level of POS and LMX are likely to have opportunistic behaviors (e.g., abuse, absences, sabotage) by abusing the support and trust from their organizations. The implications for research and practice, limitations, and directions for future research are discussed.

Effects of Healthcare Organization Actions and Policies Related to COVID-19 on Perceived Organizational Support Among U.S. Internists: A National Study.

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.

Exploring Turnover Intentions and Work Engagement: A Mediation-Moderation Approach in the Malaysian Hospitality Industry

In the hospitality industry, staff turnover is a big problem. The aim of this paper is to explain how, using career construction theory (CCT), turnover intentions are linked to work engagement. An analysis of 36 independent star-rated hotels in Peninsular Malaysia finds that the root cause is orientation to happiness (OTH). OTH found a negative association between work engagement and employee attrition intentions in the report. Furthermore, perceived organizational support (POS) was established as a major boundary condition, with lower levels of POS resulting in a poorer mediated relationship. This study’s theoretical and practical results would benefit the hospitality industry

Polychronicity, work engagement, and turnover intention: The moderating role of perceived organizational support in the hotel industry

This study illuminates one of the critical concerns in organizational research to the extent of polychronicity affecting employees' engagement, job performance (JP), and turnover intention (TI) in the hospitality industry. Based on person-organization fit (Po-Fit theory), the study examines the buffering effects of perceived organizational support (POS) on employees’ work engagement, job performance, and turnover intention. Survey data is collected from 283 respondents of Pakistan three-star and four-star hotels employees and partial least square-structural equation modelling (PLS-SEM) is used to assess the proposed hypotheses. The results highlight the mediating role of work engagement that increases the polychronic employees' performance level and decreases their turnover rate. Moreover, the results show that polychronic employees with a high level of POS can handle multitasking and task switching to cope TI. Finally, this study confirms that POS plays a vital role in the hotel industry. Therefore, the management of the hotel should make the right strategy to decrease the employees' turnover intention. Theoretical and practical implications, as well as directions for future research, are defined.

Validity and Reliability of Measurements for Perceived Organizational Support and Turnover Intention Among Employees in the Services Sector

Employee turnover is a major challenge faced by Small and Medium-sized Enterprises (SMEs) in the services sector in Malaysia. It is found that this sector has faced a conservative turnover for the past two years and further studies need to be done to solve this problem. To minimize turnover, employees need to feel safe, valued, and satisfied. Many previous literatures showed that organizations that implement and increase the level of Perceived Organizational Support (POS) among employees could help to overcome turnover problems. Increasing the level of POS is believed to help strengthen the relationship between employee and employer, thereby reducing employees' intention to seek or accept other jobs. This study aims to analyze the validity and reliability of measuring tools designed to identify how POS affects employee turnover in Malaysian SMEs. This study also extends POS research by demonstrating support for a multidimensional measure of supervisor support, organizational justice, and organizational rewards & work conditions. A quantitative method was used and a pilot test for the reliability of the questionnaires was carried out by using SPSS to examine the results of Cronbach’s Alpha. There were 33 respondents from the services sectors who participated in answering the questionnaires. The questionnaire contained 42-items and was developed after a detailed analysis of the literature. Overall, all components show measuring components under the given component providing a reliable internal consistency measure as the alpha of Cronbach for POS and Turnover Intention ranged from 0.784 to 0.856.

Person–organization fit and helping behavior: How and when this relationship occurs

Helping behaviors are vital for organizational effectiveness in highly changing and interdependent contexts, such as young, knowledge-intensive SMEs (small and medium enterprises). Therefore, the research on the conditions under which such behavior is promoted is of great importance. In this sense, this paper examined how and when the person–organization fit (PO fit) (i.e., perceived value congruence) influenced the employees’ helping behavior in a sample of 320 employees and their supervisors from 21 knowledge-intensive SMEs in Spain. Results indicated that job engagement was a key mechanism that transmitted the effect of PO fit on employees’ helping behavior. In addition, the level of perceived organizational support (POS) moderated the relationship between person–organization fit and job engagement. Thus, when employees did not feel supported by their organization, their agreement with the values of the organization did not lead them to greater job engagement. Finally, results showed that the indirect relationship between PO fit and helping behavior, through job engagement, was not significant when employees discerned a low level of POS. Important implications are derived from these findings from both a theoretical and practical point of view.

Investigating the impact of knowledge sharing system on workplace deviance: a moderated mediated process model in Indian IT sector

PurposeThis study aims to ascertain the impact of perceived knowledge sharing systems on destructive and constructive deviance through employee engagement. Also, this study explores the moderating role of perceived organizational support (POS).Design/methodology/approachData were collected from 403 entry-level IT employees. Structural equation modeling and PROCESS macro by Preacher and Hayes were used to examine the proposed hypotheses.FindingsResults specified a significant impact of perceived knowledge sharing systems on employee engagement, which in turn, exhibited a negative relationship with a destructive and positive relationship with constructive deviance, respectively. Results revealed that employee engagement significantly mediated the relationship between perceived knowledge sharing systems and destructive and constructive deviance. Concerning moderating role of POS, it was found that at a high level of POS, the effect of knowledge sharing systems on employee engagement was significant in a positive direction and reached its highest level. Finally, for moderated mediation, results only supported the indirect effects of knowledge sharing systems on destructive deviance through employee engagement at different levels of POS.Research limitations/implicationsThis study infers that IT organizations must implement measures to enhance employee engagement and POS by investing in embedded knowledge sharing systems. This will not only cater to the customized needs of employees but will also reduce destructive deviance and stimulate constructive deviance.Originality/valueGiven a few studies integrating workplace deviance, this is the first study that proposes an integrated process model to overcome destructive and stimulate constructive deviance among IT employees by assessing the role of knowledge sharing systems as an antecedent, employee engagement as a mediator and POS as a moderating variable.

Strength of HRM systems and perceived organizational support as determinants of employment relationships: The perspective of HR managers and workers’ representatives

This article seeks to explain and understand how the strength of a human resource management (HRM) system and perceived organizational support (POS) determine employment relationships (ERs) in organizations and the behaviors they generate in terms of organizational citizenship behavior (OCB) and intentions to remain (IR). A typology of ERs is proposed, considering perceptions about the HRM system (Ability, Motivation, and Opportunity [AMO] model), its strength, and POS. An analysis was adopted, looking into organizations in two separate studies in service sectors (hospitality and financial services), taking as informants to 130 and 87 HRM managers and 30 workers’ representatives as proxies of organizations and employees, respectively. Cluster analysis and analysis of variance (ANOVA) were conducted, and results are congruent with theoretical frameworks such as Attribution Theory and Social Exchange Theory. Depending on how stakeholders understand the way in which the HRM system is implemented and the level of POS, certain ERs are developed and explain employees’ responses in terms of OCB and IR behaviors. JEL CLASSIFICATION: M1.

Two-sided Effect of Empowering Leadership on Follower’s Job Stress

In this study, we aimed to investigate the two-sided effect of empowering leadership on follower’s job stress by focusing on the potential for positive and negative effects of empowering leadership. Based on the empowerment theory and the role theory of accountability, we examined the mediating effects of self-efficacy and felt accountability and the moderated mediation effects of perceived organizational support(POS) in the relationship between empowering leadership and job stress. A total of 427 Korean employees participated in this study through an online survey. The results show that empowering leadership has indirect effects on job stress mediated by self-efficacy and felt accountability. Specifically, empowering leadership reduced job stress via increased self-efficacy, while increased job stress via increased felt accountability. Evidence was also found of the moderating role of POS: the positive relation between felt accountability and job stress was stronger for those with a low level of POS than those with a high POS. However, the moderating effect of POS was not found in the relationship between self-efficacy and job stress. In addition, the mediating effect of felt accountability was moderated by POS in the relationship between empowering leadership and follower’s job stress. Based on the results, we discuss several implications, limitations, and recommendations for future research.

No obligation? How gender influences the relationship between perceived organizational support and organizational citizenship behavior.

Previous research indicates that perceived organizational support (POS) elicits felt obligation on the part of employees who, in turn, reciprocate by helping the organization through the performance of organizational citizenship behavior (OCB). However, because gender roles dictate that women should be more helpful than men, women may feel more obligated to engage in OCB even when they experience relatively low levels of POS, whereas men may perform OCB only when they experience relatively high levels of POS. In this article, we use social role theory to predict that the relationship between POS and 3 types of OCB will be stronger for men than for women. Our results, using 4 samples of employee-supervisor dyads, support this prediction. Further, in 2 of those samples, we also investigate the possibility that gender moderates the positive POS-felt obligation relationship and the indirect effect of POS on OCB via felt obligation. Taken together, we find evidence of first-stage moderated-mediation. Specifically, the relationship between POS and felt obligation is moderated by gender, such that this relationship is stronger for men than for women (who feel more obligation, even at relatively low levels of POS). Felt obligation mediated the POS-OCB relationship, but only for men. Our findings suggest that men are more likely than women to need POS to feel obligated to make reciprocal organizational exchanges. Implications and future research directions are discussed. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

The mediating role of perceived organizational support on psychological capital – employee engagement relationship: a study of Indian IT industry

PurposeThe importance of psychological capital (PsyCap) and perceived organizational support (POS) have been identified over the years, however, the underlying relationship of both constructs with different employee outcomes is still a subject of research. The purpose of this study is to investigate whether POS helps in mediating the effect of PsyCap on employee engagement (EE).Design/methodology/approachIn total, 420 samples (middle-level information technology (IT) professionals) were collected from different IT industry located in India by using online survey questionnaires. The collected data were further analyzed using regression analysis, factor analysis, structural equation modeling, reliability and validity analysis, mediation analysis and model fit indices analysis.FindingsThe results of the present study confirmed the full mediating effect of POS on the PsyCap-EE relationship and demonstrated that employees with a higher level of PsyCap, contribute more positively to the POS level which further enhances the employee’s level of engagement at the workplace.Research limitations/implicationsThe samples collected for the current study included only middle-level IT professionals of the IT industry in India; therefore, the present study results have limited general applicability. The results and findings of the current study are only on the basis of inferential statistical analysis, and descriptive analysis was not performed on the collected data. Further, the study does not investigate the influence of time.Practical implicationsThis study would assist practitioners of human resources in organizational development by enhancing the employee’s positive attitude and commitment toward their study. Further, EE can also be improved by enhancing the levels of POS and PsyCap of employees, which is in line with the findings of the current study.Originality/valueThe current study examines the mediating effect of POS on psychological capital and EE the relationship for the first time.

The Effect of Attachment Diversity on Team Performance and the Moderating Role of Perceived Organizational Support

Attachment personality theory provides an interpersonal and relational perspective of human functioning. The current research examines the role of attachment diversity within the theoretical framework of the categorization‐elaboration model (CEM). We hypothesized that teams comprised of diverse attachment orientations would be beneficial to team performance. Specifically, diverse anxiety teams may have members who would be more vigilant to team threats, whereas diverse avoidance teams could comprise individuals who may be more goal‐oriented. Also, we examined whether perceived organizational support (POS) moderates the association between attachment diversity and team performance. The study was conducted at a large private communications company. Data were obtained for 44 sales teams (N = 404). Supplementing this data, the company’s administrative systems provided team performance ratings derived from team achievements. Findings indicated that the relationship between anxiety diversity and performance were stronger under lower POS levels than under higher POS levels. Interpersonal avoidance strategies seem to be less productive in avoidance diversity teams under lower levels of POS. However, higher POS levels buffered the negative impact of avoidance diversity on team performance.

Associations of Job Insecurity With Perceived Work-Related Symptoms, Job Satisfaction, and Turnover Intentions: The Mediating Role of Leader-Member Exchange and the Moderating Role of Organizational Support.

This study wants to examine effects of job insecurity on several work-related outcomes (perceived work-related symptoms, job satisfaction, and turnover intentions) by developing a moderated mediation model. The model emphasizes the role played by the quality of leader–member exchange (LMX) in mediating the relation between perceived job insecurity and outcomes related to work, and the moderating role of perceived organizational support (POS) in influencing the mediation. Survey data from 510 workers at Italian organizations were collected, and regression was used to evaluate the hypotheses. After age, gender, education, and organizational tenure were controlled, results showed that perceived quality of LMX carried the effect of job insecurity on all outcomes, and that this relationship was stronger for employees who reported higher levels of POS. This study makes important theoretical and practical contributions to job insecurity, LMX, and POS research, underlining the importance of promoting the leader–member relationship’s quality in an ethical and supportive work environment.

Effort-Reward Imbalance, Resilience and Perceived Organizational Support: A Moderated Mediation Model of Fatigue in Chinese Nurses.

PurposeFatigue undermines nurses’ well-being and work performance worldwide. Work stress is a critical factor that causes nurses’ fatigue, but the solutions are not well known. This study aimed to identify the moderated mediation model of fatigue involving effort-reward imbalance (ERI), resilience and perceived organizational support (POS) in Chinese nurses.MethodsIn a cross-sectional investigation conducted in Liaoning Province of China, 996 nurses completed the self-administered measurements of fatigue, ERI, resilience and POS. Moderated mediation was tested using the PROCESS procedure. The “pick-a-point” method was adopted to assess conditional effect on fatigue.ResultsThe indirect effect of ERI on fatigue through resilience was significant (a×b = 0.119, BCa 95% CI: 0.094 to 0.146), indicating a partial mediation of resilience. POS moderated the association of resilience with fatigue (β = −0.056, p = 0.006). The higher the level of POS was, the stronger the resilience-fatigue association became. Thus, the mediating role of resilience in the ERI-fatigue association was gradually increased with the increase of POS level (low POS: 0.073; moderate POS: 0.095; high POS: 0.116).ConclusionResilience could partially mediate the ERI-fatigue association. POS could act as a moderator that enhanced the association of resilience with fatigue. A moderated mediation model of fatigue was demonstrated in Chinese nurses. Managers should establish a balanced social reciprocity, and improve nurses’ resilience and POS in order to decrease nurses’ fatigue.

The ebb and flow of psychological contract breach in relation to perceived organizational support: Reciprocal relationships over time

Perceived organizational support (POS) is commonly treated as a consequence of perceived psychological contract breach (PCB). However, because both concepts assume a mutual exchange relationship in which each party makes assessments of, and then decides how to reciprocate, the other party’s contributions, this article propounds that the PCB–POS relationship is recursive. By drawing on Conservation of Resources (COR) Theory, the authors argue that following an initial PCB, low levels of POS may then increase the likelihood of perceiving further PCBs through reduced management trust, thus generating a resource loss spiral. By estimating a two-level time-lagged mediation model on weekly data from 338 Canadian employees (1215 observations), the findings support the reciprocal PCB–POS relationship, and show that POS and PCB form a vicious cycle of resource loss. The authors suggest avenues for future research and practical implications relating to the role of time and resources in preventing further exchange deterioration.

Corporate social responsibility and employee pro-environmental behaviors

PurposeThe purpose of this paper is to extend the corporate social responsibility (CSR) literature by examining the influence of a firm’s external CSR activities (efforts directed toward external stakeholders of the firm) and internal CSR activities (efforts directed toward employees) on employees’ organizational citizenship behaviors toward the environment (OCBE) via organizational pride. The authors also examine the moderating role of perceived organizational support (POS) between CSR and organizational pride.Design/methodology/approachA total of 324 questionnaires were collected from the hospitality industry of Pakistan.FindingsThe results of this research revealed that dimensions of CSR (external and internal) have a positive influence on organizational pride. Also, organizational pride is found as an underlying mediating mechanism between the relationship of CSR and OCBE. The results also indicated that a higher level of POS strengthens the relationship between CSR and organizational pride.Practical implicationsThe findings are limited to only hospitality industry. Organizations can enhance employees’ sense of pride through CSR activities, which subsequently enhance employees OCBE. The findings also suggested that organizational pride contains intrinsic motivation that can help employees to enhance their OCBE.Originality/valueThis research suggests that organizational pride and POS are important factors which influence the relationship between CSR and OCBE. Further, it also empirically tests this model in a developing country context.