Professional identity (PI) is essential for nurses' commitment, job performance, and retention. There is, however, limited evidence on the psychological and contextual pathways through which perceived organizational support (POS) influences PI. This study analyzed the associations between POS and PI among Chinese nurses in public hospitals, and studied the mediating role of self-efficacy, which also included the moderating role of organizational culture, based on the Social Exchange Theory and Social Cognitive Theory. A study was conducted among 624 nurses in public hospitals in Shandong Province, China. Data were gathered from validated instruments on POS, PI, SE, and OC. The proposed model of mediation and moderation was tested using structural equation modeling (SEM) and bootstrapping analysis. POS was positively associated with both PI (β = 0.410, p < 0.001) and self-efficacy (β = 0.596, p < 0.001). Self-efficacy was also positively related to PI (β = 0.553, p < 0.001). The mediation analysis showed a partial mediation effect of self-efficacy between POS and PI (β = 0.330, p < 0.001). There are two ways in which nurses' PI is influenced by POS, one direct and the other indirect. The results indicate that supportive organizational practices and psychological empowerment are important factors to enhance the nurse's PI. Healthcare managers should establish a positive working culture and interventions that strengthen the self-efficacy of nurses to ensure the sustainability of the nursing workforce and nursing profession.

Research on emotional exhaustion (EE) among Lebanese registered nurses (RNs) during the COVID-19 pandemic is lacking, despite the extensive literature addressing EE within the healthcare workforce. This study explores the relationships between EE, self-confidence in learning (SCL), coping strategies, and perceived organizational support (POS). A cross-sectional study analyzed a convenience sample of 82 RNs in medium-to-large acute care settings providing direct COVID-19 patient care. Data were gathered through an online survey that measured sociodemographic, SCL, POS, coping strategies, and EE. Statistical analyses involved descriptive statistics, bivariate analysis, and multiple linear regression to identify EE predictors. Most participants were female (79.0%), married (56.1%), employed in the private sector (85.4%), and located in Beirut (63.4%). Bivariate analysis indicated that problem-focused coping (β = .32; p = .017) and dysfunctional coping (β = .38; p = .019) were positively associated with EE, while POS (β = -.21; p = .002) and marriage (β = .36; p = .040) were negatively related to EE. The final regression model explained 32% of variance in EE (p < .001), showing that POS (β = -.18; p = .007) and emotion-focused coping (β = -.74; p = .001) were associated with lower EE levels, while problem-focused coping (β = .60; p = .003) correlated with higher EE levels. POS and emotion-focused coping were protective factors against EE, while problem focus strategies increased EE levels. This highlights the need for enhanced organizational support and tailored coping interventions to mitigate burnout among nurses. Healthcare organizations should prioritize psychological support and resilience training to address EE among nurses. Policies should promote emotion-focused coping and reduce problem-focused coping strategies to enhance workforce well-being and retention.

Purpose This research aims to identify the antecedents to organizations earning employee loyalty (EEL) and develops a measure of how an organization signals loyalty to its employees, individually and collectively, in ways that its employees see as a fair, desirable and appropriate return for their contributions. This scale significantly improves upon existing conceptual loyalty measures to identify individual employees’ perceptions of specific antecedent organizational actions and policies that will generate and sustain the employee’s loyalty. Design/methodology/approach This study used an exploratory, sequential mixed-methods design across three phases. Study I used qualitative methods to identify employee expectations of organizational actions, policies and leader communications, generating an initial pool of scale items. Study II tested the factor structure, reliability and nomological validity of the EEL scale through exploratory factor analysis. Study III validated the final scale using confirmatory factor analysis and hierarchical regression, comparing its predictive value against established constructs such as job satisfaction and perceived organizational support (POS). Findings Traditional measures such as POS (Eisenberger et al., 1986) and job satisfaction scales no longer fully capture today’s evolving employer–employee relationships including newer employee expectations such as differential accommodations. These tools provide limited insight into specific actions organizations can take to foster loyalty. In contrast, the EEL scale offers a holistic assessment by measuring employee perceptions across thematic categories – such as growth, accommodations and shared values – directly linked to loyalty, providing organizations with clearer guidance for improvement. Final testing demonstrated the EEL scale is significantly better than existing traditional predictors of loyalty such as job satisfaction and POS at predicting. Originality/value This research offers and tests prescriptive actions organizations can take to proactively earn employee loyalty and reduce attrition. Unlike traditional scales, which measure loyalty post hoc, this study provides a forward-looking framework to help organizations anticipate and address employee needs before disengagement occurs.

This study aims to analyze the effect of Perceived Organizational Support (POS) and Work Engagement on employee performance with organizational commitment as a mediating variable at SMEs in Kasongan, Bantul, Yogyakarta. This research was motivated by the importance of improving employee performance in the SME sector, which still faces various challenges, such as low employee engagement, suboptimal organizational support, and weak organizational commitment. This study employed a quantitative approach using a survey method. The population of this research consisted of employees working in SMEs in Kasongan, Bantul, Yogyakarta. The sampling technique used was purposive sampling with a total of 150 respondents. Data were collected through questionnaires using a Likert scale. The data analysis method used was Structural Equation Modeling based on Partial Least Square (SEM-PLS). The results showed that Perceived Organizational Support had a positive and significant effect on employee performance. However, Work Engagement did not have a significant direct effect on employee performance. In addition, Perceived Organizational Support and Work Engagement were found to have a positive and significant effect on organizational commitment. Organizational commitment also had a positive and significant effect on employee performance. The mediation test results indicated that organizational commitment partially mediated the effect of Perceived Organizational Support on employee performance and fully mediated (full mediation) the effect of Work Engagement on employee performance. This study implies that improving organizational support and strengthening organizational commitment are important strategies for enhancing employee performance in the SME sector, particularly in SMEs in Kasongan.

ABSTRACT Since doctors heading operational units have become budget holders, the hybrid nature of doctor-managers exposes them to risks of role ambiguity. Drawing on psychology-based budgeting research, this study explores how participative budgeting (PB) can enhance managerial responses to budgetary responsibilities. Using data from 131 doctor-managers in Italian public healthcare organizations, we found that providing satisfactory budgetary information influences doctor-managers’ perceptions of organizational support (POS). The ‘reciprocating’ response driven by POS strengthens doctor-managers’ motivation to achieve budgetary goals and involvement in PB, acting as an enabling condition for role hybridization. This results in improvements in psychological well-being and organizational identification.

• Anxiety, depression and PTSD symptoms are common in child-protection workers. • Beyond exposure to traumatic events, moral distress may explain these symptoms. • Organizational support is negatively related to mental health symptoms. • Organizational support may mitigate the detrimental role of moral distress. • Acknowledging moral distress may benefit individuals, institutions and clients. Background . Research suggests the deteriorating mental health of Child Protection Workers (CPWs) cannot be solely explained by the potentially traumatic events they are commonly exposed to. The emotional burden stemming from the inability to provide appropriate help (i.e., moral distress) may foster stress-related mental health disorders: anxiety, depression and Post-Traumatic Stress Disorder (PTSD). However, organizational resources such as Perceived Organizational Support (POS) may be instrumental in mitigating this process. Objective . Based on the Conservation of Resources theory, this study examines the moderating role of POS in the relationship between moral distress and stress-related mental health disorders in CPWs. Methods . A convenience sample of French CPWs ( N = 536) completed an online questionnaire assessing moral distress, POS and stress-related mental health disorders. Hypotheses were tested via structural equation modeling using a residual-centered latent interaction. We controlled for demographic variables, felt accountability and exposure to potentially traumatic events at work. Results . Prevalence of anxiety (25%), depression (28%) and PTSD (19%) was high. Moral distress was positively related to all mental health disorders, whereas POS was negatively so. POS interacted significantly with moral distress so that its relationship with mental health outcomes was weaker when POS was high. Conclusions . The various constraints CPWs face in their attempts to provide appropriate help – the extent to which their hands are tied – could condition the deterioration of their mental health. To preserve CPWs’ mental health, stakeholders should provide them with the organizational and psychosocial resources required to cope with this burden – such as valuing their efforts and acknowledging their troubles (i.e., POS).

The impact of social media exposure to war content on emotional exhaustion, anxiety, and work performance: The moderating role of organizational support.

BackgroundMidwives face escalating decision fatigue (DF) and job stress. If left unaddressed, these issues may impair their mental health and clinical performance, compromise maternal and neonatal safety, and exacerbate workforce shortages, making it urgent to explore the underlying influencing mechanisms. This study explored the status of job stress among midwives, analyzed the correlations between DF, psychological capital (PsyCap), perceived organizational support (POS), and job stress and further examined the mediating role of PsyCap as well as the moderating role of POS on the relationship between DF and job stress.MethodsA multicenter cross‐sectional survey was conducted among midwives from 146 Baby‐Friendly Hospitals in Sichuan, China, between October 2024 and September 2025. Using multistage stratified cluster sampling, 1263 midwives completed questionnaires on DF, PsyCap, POS, and job stress. SPSS 26.0 was applied for descriptive statistics, one‐way ANOVA, and Pearson correlation analysis, while Mplus 8.3 was used to conduct mediation and moderation analyses.ResultsThe total scores (mean ± SD) of job stress, DF, PsyCap, and POS among midwives were 90.45 ± 19.57, 20.58 ± 5.92, 88.83 ± 14.08, and 43.71 ± 9.98, respectively. One‐way ANOVA showed significant differences in job stress scores across age, ethnicity, hospital ownership, hospital level, employment type, work experience, and monthly night shifts (all p < 0.05). Pearson correlation analysis revealed that job stress was positively correlated with DF (r = 0.648, p < 0.01) and negatively correlated with PsyCap (r = −0.673, p < 0.01) as well as POS (r = −0.342, p < 0.01). PsyCap partially mediated the relationship between DF and job stress (indirect effect = 0.258, 95% CI [0.223, 0.300]). Moreover, POS negatively moderated the path between PsyCap and job stress (γ = −0.165, p < 0.001), indicating a significant moderated mediation effect.ConclusionDF directly increases job stress among midwives and also exerts an indirect effect through PsyCap, with this mediation being moderated by POS. Targeted interventions to reduce DF, enhance PsyCap, and strengthen POS may alleviate job stress and improve midwives’ well‐being.Implication for Nursing ManagementNursing managers should formulate targeted measures to reduce midwives’ DF, improve their PsyCap, and strengthen organizational support. Such comprehensive strategies may effectively relieve job stress, promote occupational well‐being, and stabilize the midwifery workforce in Baby‐Friendly Hospitals.

In the rapidly digitalizing economy, information technology has become vital for businesses to build competitive advantage and survive in increasingly competitive environments. Export businesses must coordinate their planning and operations to meet customer needs effectively. This research examined the impact of perceived organizational support (POS) on organizational performance (OPerf) through the mediating roles of organizational learning capability (OLC) and technology capability (TC) in export enterprises. Using quantitative methodology, data were collected via questionnaires from 385 food manufacturing exporters in the Bangkok Metropolitan Region. Statistical analysis included descriptive statistics (frequency, percentage, mean, standard deviation) and Partial Least Squares-Structural Equation Modeling (PLS-SEM) for hypothesis testing. PLS-SEM was used to analyze complex relationships involving latent variables and estimate cause-effect models with mediators. The findings revealed that POS had positive and significant direct effects on OPerf (p &lt; .001), with OLC and TC serving as significant mediators. Both OLC and TC also showed positive and significant effects on OPerf (p &lt; .001). Theoretically, the research extends Social Exchange Theory by demonstrating that perceived organizational support enhances learning and technology capabilities that drive organizational performance. Practically, it suggests fostering a supportive organizational climate helps sustain competitiveness through learning and technology adoption.

In the ever-changing environment of health communication in digital technology, medical professionals have been identified as important information providers to the general public. In this respect, health science communication competency (HSCC) of medical professionals has been identified as an essential factor in health literacy. Perceived organizational support (POS) as a core job resource may be related to the development of HSCC among medical professionals through its effect on work engagement. Based on the Job Demands-Resources (JD-R) model, this study examines the mediating role of work engagement in the relationship between POS and HSCC among medical professionals, thereby clarifying how organizational resources may influence professional competence through motivational processes. Our study gathered data from 1,032 medical practitioners in four public tertiary hospitals in Dongguan, China. Through a cross-sectional study design and convenience sampling, the participants were required to fill out three different surveys, namely the Organizational Support for Science Communication Scale, the Utrecht Work Engagement Scale, and the HSCC Scale. Data were analyzed using Pearson correlation and structural equation modeling (SEM) via SPSS 29.0 and AMOS 29.0. From the study, it is evident that POS impacts work engagement in a positive manner among healthcare professionals. Work engagement is strongly and positively correlated with HSCC. The mediation study shows that work engagement partially mediates the relationship between POS and HSCC, where work engagement explains 26.86% of the total effect. These findings imply that strengthening organizational support structures in hospitals may have a positive effect on the work engagement of medical professionals and their HSCC. Therefore, hospital management should consider how to optimize organizational support strategies, health communication training programs, and resource availability to encourage medical professionals to participate in health communication activities. This may have a positive effect on health communication effectiveness and the quality of health services. By including HSCC as a capability-based professional outcome in the JD-R model, this study extends the applicability of the JD-R model to health communication in healthcare settings. The findings of this study provide empirical evidence that organizational resources and motivational processes jointly contribute to the development of professional communication competence in medical professionals.

Emotional labor is a common job demand in healthcare and may reduce healthcare workers' work engagement, potentially affecting workforce sustainability and service quality. Perceived organizational support (POS) may buffer this adverse effect, yet its potential latent heterogeneity is often overlooked. This study aimed to identify latent POS profiles and examine whether these profiles moderate the association between emotional labor and work engagement among Chinese healthcare workers. A cross-sectional survey was conducted between August and November 2023 among 1503 healthcare workers from 16 tertiary public hospitals in Shandong Province, China. POS was measured using the 24-item Chinese Employee Perceived Organizational Support Scale, WE was assessed with the Utrecht Work Engagement Scale, and emotional labor was measured using the Emotional Labor Scale. Latent profile analysis (LPA) was used to identify POS profiles. Multivariable ordinary least squares regression models examined associations and moderating effects. Supplementary analyses examined moderation using continuous POS measures and restricted cubic spline models. Three distinct POS profiles were identified: low (18.1%), medium (52.0%), and high (29.9%). Emotional labor was significantly negatively associated with work engagement (β = -0.35, p < 0.001). Compared with the low POS profile, healthcare workers in the medium (β = 10.65, 95% CI: 8.61-12.70, p < 0.001) and high (β = 21.74, 95% CI: 19.34-24.14, p < 0.001) profiles reported higher work engagement. Moderation analyses showed that the negative association between emotional labor and WE was significantly attenuated in the high POS profile (interaction β = 0.43, p < 0.001), whereas the medium POS profile did not show a significant buffering effect (interaction β = 0.11, p = 0.226). Findings were consistent when POS was modeled as a continuous variable, and restricted cubic spline analyses suggested that the buffering effect of POS may become more pronounced at higher levels of support. POS showed clear latent heterogeneity and may function as an important buffering resource in the association between emotional labor and work engagement. Strengthening organizational support systems, particularly for employees with low perceived support, may help sustain work engagement in high-demand healthcare settings. Not applicable.

Purpose This study aims to propose a moderated mediation model to explain how job demands affect work-related outcomes (work-related symptoms, job satisfaction and turnover intention) in mobile services call centers. The model examines the mediating role of pressure to perform and investigates two potential moderators: perceived organizational support (POS) and leader-member exchange (LMX). Design/methodology/approach The research employed a quantitative approach with data collected from 510 employees working in Italian mobile services call centers. Participants completed standardized questionnaires measuring job demands, pressure to perform, POS, LMX, work-related symptoms, job satisfaction and turnover intentions. The study used confirmatory factor analysis to verify measurement models and applied the PROCESS macro to test the moderated mediation hypotheses. Findings Results confirmed that pressure to perform mediates the relationship between job demands and work-related outcomes. POS moderated the job demands-pressure relationship, acting as a buffer. Contrary to expectations, LMX demonstrated complex effects: at low LMX levels, pressure to perform unexpectedly reduced work-related symptoms and turnover intentions, while at high LMX levels, these effects were reversed. For job satisfaction, high LMX buffered the negative effects of pressure to perform, aligning with initial hypotheses. This suggests LMX can function both as a protective and intensifying factor in high-pressure environments. Originality/value This research advances understanding of LMX complexity by revealing its dual role in high-pressure work environments. The findings contribute to resource theories (conservation of resources and job demands–resources) by illustrating how leadership relationships can transform from resources into potential stressors when combined with high performance expectations.

This article aims to examine the impact of abusive supervision (AS) on job insecurity (JI) and turnover intention (TI), as well as to explore the mediating role of JI in the relationship between AS and TI. It also examines the moderating effect of perceived organizational support (POS) on the relationship between JI and TI, as well as between AS and TI. The empirical data were collected using purposive sampling, including responses from 421 participants. The mediated moderation analysis was conducted using partial least squares structural equation modelling (PLS-SEM). The findings confirm that AS is a predictor of TI and JI. Additionally, variables such as AS and JI show a significant positive association with TI. The relationship between JI and TI, along with the connection between AS and TI, is explained through POS. Here, the role of POS as a potential moderator in the relationships among AS, JI and TI has provided new insights into TI research. JI, acting as a mediator, helps to reduce the influence of supervisory abuse on the intention to leave and may aid in retaining employees within the organization.

Background/Objective: This study examines how after-hours service demands (AHSD) are associated with dentists’ overall work experience (OWE) through the mediating role of compassion satisfaction (CS) and the moderating role of perceived organizational support (POS). Grounded in the Job Demands–Resources (JD-R) and Conservation of Resources (COR) theories, the study investigates how job demands, emotional resources, and organizational support jointly relate to dentists’ psychological well-being. Methods: Data were collected from 450 dentists across seven major Libyan cities—Tripoli, Benghazi, Misrata, Sabha, Al Bayda, Zawiya, and Derna—using a structured online questionnaire administered between May and August 2025. Results: Partial least squares structural equation modeling (PLS-SEM) results indicated that AHSD were positively associated with both CS and OWE, suggesting that demanding work conditions may, under certain conditions, coincide with more positive professional experiences when perceived as meaningful and supported. CS partially mediated the AHSD–OWE relationship, highlighting its role as a key emotional resource linked to more favorable work experiences. In addition, POS moderated the relationships between AHSD and CS, and between AHSD and OWE, although the effects were relatively modest, indicating that organizational support may provide incremental support in how dentists experience demanding work conditions rather than fundamentally altering these relationships. The moderated mediation analysis further suggested that the indirect association between AHSD and OWE via CS was stronger at higher levels of POS. Conclusions: Overall, the findings refine JD-R and COR perspectives by indicating that job demands, emotional resources, and organizational support are jointly associated with dentists’ work-related well-being in a high-demand healthcare context.

This study aims to synthesize empirical evidence on how Work–Life Balance (WLB) and Perceived Organizational Support (POS) sustain work engagement through mental well-being as a mediating mechanism. Following PRISMA 2020, a Boolean search across Scopus yielded 1,339 records; after systematic screening, 165 peer-reviewed articles (2020–2026) were included. Analysis reveals three key findings: (1) mental well-being is predominantly operationalized through deficit indicators (burnout, stress) rather than positive capacities (resilience, flourishing); (2) cross-sectional designs dominate, undermining temporal validity of "sustainability" claims; and (3) the JD-R framework prevails, yet cross-theoretical integration with COR and SET remains largely narrative. The novelty of this research lies in the integration of mental well-being typologies and methodological design patterns into a single explanatory synthesis regarding sustainable work engagement. These findings provide a foundation for evidence-based HRM interventions, longitudinal monitoring strategies, and policy alignment with SDGs 3 and 8, advancing understanding of work engagement as an organizational ecosystem phenomenon rather than a singular outcome.

This study examines how hybrid work, future career anxiety (FCA), and perceived organisational support (POS) jointly predict happiness at work (HAW) among working women in Pakistan’s information technology (IT) industry. Anchored in Job Demands-Resources (JD-R) theory and Conservation of Resources (COR) theory, we hypothesise that hybrid work positively predicts HAW, that FCA negatively predicts HAW, and that POS moderates both relationships. Using partial least squares structural equation modelling (PLS-SEM) on a purposive convenience sample of 348 working women across Pakistan’s major IT hubs, we find that FCA significantly and negatively predicts HAW (β = −0.265, p = .003, f² = 0.065), consistent with COR theory’s resource-depletion mechanism. POS is the strongest predictor of HAW (β = 0.593, p &lt; .001, f² = 0.500). Hybrid work does not directly predict HAW (β = 0.043, p = .248), but POS significantly moderates the hybrid work &amp; HAW relationship (β = 0.169, p = .008, f² = 0.040), amplifying hybrid work’s benefits at higher POS levels. POS does not significantly moderate the FCA-HAW relationship (β = 0.101, p = .128). Variance explained is R² = 0.603. The study contributes by (a) introducing FCA as a forward-looking demand distinct from retrospective job insecurity, (b) reconceptualising POS as a resource amplifier with asymmetric moderating effectiveness, and (c) providing the first integrated JD-R/COR empirical test in a gendered, developing country IT context. Findings offer actionable implications for managers, policymakers, and scholars concerned with sustainable well-being for women in technology.

This study examines how perceived organizational support (POS) and job crafting influence job satisfaction among home care workers in Cooperative Home Care Associates (CHCA), a unionized worker cooperative. Survey data from 314 workers and structural equation modeling indicate that the positive aspects of POS are the strongest predictor of satisfaction, with a modest indirect effect via cognitive job crafting. This suggests that, even in precarious care work, organizational support embedded in worker-led structures enhances satisfaction directly and by reshaping the meaning and value of work. This extends POS and job crafting theories to precarious labor and highlights worker-led organizations as viable institutional supports for care workers.

Teacher retention and burnout among primary and secondary school teachers in Queensland are pressing issues, with turnover rates exceeding the number of new teachers and contributing to workforce shortages. While most research on burnout and career turnover has focused on internal factors such as self-efficacy and resilience, fewer studies have examined the impact of external factors, particularly organisational support. This study surveyed 431 Queensland teachers to assess their perceptions of organisational support, burnout levels, and turnover intentions. Using a mixed-methods approach, quantitative data were analysed through hierarchical regression to explore key relationships; qualitative data were examined using inductive thematic analysis for deeper insights. Findings reveal that high burnout and low organisational support predict turnover intentions at all career stages; the final model explained 51% of the variance in turnover intentions. The thematic analysis identified five key drivers of turnover: workload, support, health, lifestyle, and respect, with 27% of participants indicating plans to leave the profession within the next five years. Although based on a cross-sectional study, these results offer helpful guidance for policies and interventions to improve teacher wellbeing and retention by easing workload demands and strengthening organisational support.

This study investigates the impact of Perceived Organisational Support (POS) and Internal Locus of Control (ILoC) on employee performance, with work motivation as a mediating variable. Using a quantitative-associative approach, data were analysed through structural equation modelling (SEM-PLS). Measurement model evaluations confirmed high validity (AVE &gt; 0.5) and reliability (Cronbach’s Alpha and Composite Reliability &gt; 0.7). The findings reveal that both POS and ILoC exert a positive and significant influence on work motivation. Furthermore, while POS and motivation directly drive employee performance, ILoC showed no significant direct effect. Work motivation, notably, does not serve as a mediator between POS and performance. The results underscore POS as the dominant determinant of productivity. Organisations are advised to prioritise supportive institutional policies to optimise performance outcomes.

This study aims to examine the effect of work–life balance and financial compensation on employee retention, with perceived organizational support (POS) as a mediating variable. The research was conducted on employees of PT. Bank Rakyat Indonesia, Gorontalo Branch. This study employs a quantitative approach using a correlational method. Data were collected through questionnaires and analyzed using Structural Equation Modeling (SEM) based on Partial Least Squares (PLS). The results indicate that work–life balance and financial compensation have positive but insignificant effects on employee retention. Financial compensation has a significant positive effect on perceived organizational support, while work–life balance does not. Furthermore, perceived organizational support has a significant positive effect on employee retention and mediates the relationship between financial compensation and employee retention, but does not mediate the relationship between work–life balance and employee retention. These findings highlight the importance of organizational support as a key mechanism in strengthening employee retention, particularly through financial compensation.