Types Of Organizational Support Research Articles

The role of supervisor and peer support in training transfer in institutions of higher education

PurposeThis study focuses on leadership transfer by academic managers in public universities. Motivation to transfer is expected to mediate the relationship between peer and supervisor support (independent variables) and the transfer of training (dependent variable).MethodologyThe study sample comprises 263 academic managers who completed leadership training programs in public universities. Structural equation modeling is used to test the study model for four hypotheses.FindingsIn line with previous findings from different contexts, the study shows that (a) the motivation of academic managers to transfer training mediates between the actual transfer and the two types of organizational support, from peers and supervisors; (b) peer support has a stronger impact than supervisor support on motivation to transfer; (c) training transfer in public universities has a pattern similar to that in other organizations; and (d) the country context does not seem to affect the dynamics of training transfer.ImplicationsTo remain competitive with successful policies, universities need to foster learning environments by effectively engaging those responsible for managing university policies. Applying new leadership knowledge, skills and abilities is a sophisticated process in which academic managers are not the only stakeholders. Given the nature of the organizational phenomenon, work environments are similar across countries and sectors; therefore, emphasizing the role of national cultural norms and values over the objective needs of the workplace seems problematic.LimitationsStructural equation modeling may not capture all psychological and personal aspects of transfer; therefore, triangulation methods can be useful. The competition in higher education is increasing,and it is recommended that leadership training transfer in public and private universities should be compared.

Perceived Organizational Support Predicts Emotional Labor among Nurses

Background: Nursing is among the various occupations that require management of emotions according to the job demands. Emotional labor and lack of reward are the main sources of mental health outcomes among the nurses. It is very important that more researches, which contemplate the emotional labor importance and unfavorable mental health effects, be carried out. Aim: This study was aimed to investigate the effect of perceived organizational Support on emotional labor among nurses. Method: The present study was a correlational study, consist of 200 nurses both Male nurses (N=100) and Females nurses (N=100), from different hospitals and clinics. Age ranged from 20 to 51 years (M= 30.50; S.D= 4.40). Data of the study was collected through convenient sampling technique. Participants were assessed by Shorten Version of Survey of Perceived Organizational Support (Eisenberger et al, 1986) in order to measure perceived organizational support and Dutch Questionnaire on Emotional Labor (D-QEL) (Näring, Briët, & Brouwers, 2007) in order to assess emotional labor. Results: The results revealed that perceived organizational support significantly predicts emotional labor. By improving the perception of organizational support among nurses, the experience of emotional labor can be reduced. Conclusion: The purpose of the present study was to develop a health-care model of emotional labor which could help the organizations to understand the role of perceived organizational support on the reactions to the strain of the emotional labor. The present study revealed that perceived organizational support is a significant predictor of emotional labor. Informal types of organizational support (e.g., a perception that the organization is concerned with one’s personal life) are important for expatriate success, and should be incorporated into expatriate programs.

Organizational work–family support as universal remedy? A cross-cultural comparison of China, India and the USA

In both industrialized and emerging countries, organizations increasingly seek to support employees’ efforts to maintain a healthy work–family balance. Research has identified two types of organizational support in this context: formal work–family programs and informal work–family cultures. This study examines the relative effects of work–family programs versus work–family culture on employees’ job satisfaction and performance in various cultural environments. Drawing on the individualism–collectivism cultural dimension introduced by Hofstede, it is argued that employees’ cultural background may affect family models, which in turn determine employees’ need for formal organizational work–family support, but are not related to employees’ need for informal support. In line with this notion, the results from comparisons of an industrialized country (the USA) with two emerging countries (China and India) show that work–family culture has positive effects in all three contexts. However, formal work–family programs positively affect job satisfaction and job performance only in India and the USA, whereas they exhibit no significant effect in the more collectivist setting of China.

Exploring the effects of workplace support on work-life experience: a study of Malaysia

To date most studies of workplace support and work-life experience have been of contexts where government policies and legislation to protect employee work-life balance interests are well established, such as US, UK, and other European countries. Little scrutiny has been given to these issues in less developed economies, where support and protection in terms of work-life policies and legislation at the national level is rather limited. Malaysia, the setting of this study, provides such a context. Two types of organizational support, work flexibility and superior support, are studied for their impact on work-life experience of Malaysians. The findings of this study are based on a national survey of working adults in Malaysia. Work-life experience is conceptualized to capture conflict and enrichment aspects, as well as bidirectional effects between work and nonwork. Results show that work flexibility and superior support lower work-life conflict marginally but facilitate greater work-life enrichment among Malaysians. The paper also draws out implications of these findings for human resource development professionals operating in workplace settings within national contexts with limited mandatory work-life provisions.

Creating Positive Employee Change Evaluation: The Role of Different Levels of Organizational Support and Change Participation

Organizations are faced with fast-paced change and the need to ensure ongoing change intervention success. There is, however, evidence that employees who have experienced poor change management in the past are more likely to resist new changes. This is because poor change management is likely to create more adverse attitudes towards new changes, such attitudes in turn are likely to increase employees' resistance to change, a key factor for change failure, which can further contribute to an employee's perception of poor change management. We, in response to this, identify key elements which create positive change evaluations and adopt a socio-cognitive approach, the schematic approach, in discussing these. Bootstrapped mediation analysis of survey data collected from 228 employees suggests that different types of organizational support and change participation are key in creating a positive change evaluation. Specifically, the analysis shows that the relationships between perceived organizational support and supervisor support and change evaluation are mediated respectively fully and partially by change participation. Co-worker support, further, is directly related to employee's change evaluations. These very elements of the change process, we argue, are directly modifiable by change agents and are, therefore, of real practical value when seeking to increase future change intervention success.

‘Being dumped in to sink or swim’: an empirical study of organizational support for the trailing spouse

Previous HRD research has determined that spouse and family adjustment is an important contributor to overall international assignment success. This study examined three types of organizational support (practical, professional and social support) provided to trailing spouses during expatriation and how important this support is perceived to be in relation to spouse adjustment. We use family systems theory to explore crossover effects and to explain the link between organizational support and perceived adjustment. Our four-year study of 264 trailing spouses in 54 host-locations found that professional support (to address the dual-career issue) and social support (to alleviate marital stress) were perceived by trailing spouses as having the greatest impact on identity re-construction and, in turn, their adjustment. However, both types of support were lacking. Although practical support was offered almost without exception, it was also frequently criticized. The need to address intrinsic adjustment and assist in the development of a meaningful portable identity emerged as major findings. Using a qualitative research approach to give voice to trailing spouses’ ‘lived experience’, our study provides insights for HRD professionals as to gaps in existing levels of trailing spouse support and where policy improvements can be made.

The Trailing Spouse Re-visited: A Study of Organizational Support During International Assignments

Drawing on data collected over a 4-year period from a survey of 264 trailing spouses in 54 host-locations, we identify key issues related to three types of organizational support (practical, professional, and social support) provided to trailing spouses during international assignments, and how important this support is perceived to be. With a focus on the link between organizational support and trailing spouse adjustment, we conclude that professional support to address the dual-career issue and social support to alleviate marital stress are important. Both types of support are nonetheless lacking. Practical support is also frequently criticized. Implications for addressing intrinsic needs, and in particular, the necessity for organizational support to assist in developing a portable identity, emerge as major findings.

Reducing the adverse consequences of workplace aggression and violence: the buffering effects of organizational support.

This study examined the buffering effects of 2 types of organizational support--instrumental and informational--on the relationships between workplace violence/aggression and both personal and organizational outcomes. Based on data from 225 employees in a health care setting, a series of moderated multiple regression analyses demonstrated that organizational support moderated the effects of physical violence, vicariously experienced violence, and psychological aggression on emotional well-being, somatic health, and job-related affect, but not on fear of future workplace violence and job neglect. These findings have implications for both research and intervention related to workplace violence.

The differential effects of work- and family-oriented women-friendly HRM on OC and OCB: the case for single female employees in Hong Kong

Research on women-friendly HRM often presumes working women are homogeneous in their wants and needs of organizational support. Few such studies have examined how female employees of different marital and parental statuses might perceive women-friendly HRM differently. This study categorizes organizational womenfriendliness into two aspects, namely work- and family-oriented, and explores if the two types of organizational support are equally important to single working women who do not have children. The effects of work- and family-oriented women-friendly policies on their job attitudes and organizational behaviours were examined. It was found that workoriented policies had a positive impact on single female employees' level of affective commitment and altruistic behaviours. In contrast, family-oriented policies were positively related to continuance commitment. Neither of the two sets of policies had any effect on compliant behaviours. The results highlight the importance of a careful examination of the demography of the workforce in trying to devise effective women-friendly organizational strategies and HR policies.

The Relationship Between Organizational Support and Satisfaction with Teacher Assistance Teams

The relationship between organizational support and satisfaction with a collaborative problem-solving structure, the teacher assistance team (tat), was investigated. four types of organizational support (i.e., administrator support, perceived purpose of the tat, social support among staff, and tat training) and the satisfaction of both tat members and the consumers of their services were measured. data were collected from 161 tat members and 127 consumers of tat services from 27 elementary schools. regression analyses indicated that organizational support factors had strong, positive relationships to tat satisfaction. in particular, administrator support variables accounted for over 50% of the variance in the consumers' satisfaction with tat services. implications of the findings for the implementation of tats and future research are discussed.