The effects of perceived organizational support, perceived supervisor support and intra‐organizational network resources on turnover intentions: A study of Chinese employees in multinational enterprises

Purpose: The purpose of this study is to investigate the impact of perceived organizational support (POS), perceived supervisor support (PSS) and intra-organizational network resources on the turnover intentions of the Chinese employees of multinational enterprises. Design/methodology/approach: The study utilized structured equation modeling to analyze survey data from 437 Chinese employees of five multinational enterprises operating in the Chinese service sector. Findings: The study found that POS was positively related to affective organizational commitment, which in turn was negatively related to turnover intentions. A direct relationship was revealed between PSS and turnover intentions, as well as a mediated relationship through POS. In contrast, the relationship between intra-organizational network resources and turnover intentions was fully mediated through POS. Research limitations/implications: The cross sectional design is a limitation of the study. Another limitation regards the generalisability of the findings outside the specific research context. Future research should be extended to different geographical and organizational settings. Practical implications: In order to promote employee retention, multinational enterprises operating in China could start by carefully targeting visible support on offer to their employees. Improving supervisor support is a relatively inexpensive and practical measure compared to the costly alternatives such as improving employee compensation, training and career development. Organizations should also consider improving co-worker support schemes in the workplace which enable individuals to build up their network resources. Originality/value: The study provided evidence for both a direct relationship between PSS and turnover intentions and a mediated one via POS, confirming the generalisability of previous findings to the Chinese context. In addition it made an original contribution by establishing that POS fully, rather than partially mediated the relationship between intra-organizational network resources and turnover intentions. This suggests that Chinese employees attribute instrumental and expressive support from others in the organization as coming from the organization itself.

Examining the relationship between workplace support and life satisfaction: the mediating role of job satisfaction

This paper examines the influence of perceived organizational support and perceived supervisor support on employee life satisfaction. Structural equation modelling on data from 393 nurses from two Chinese hospitals revealed that job satisfaction fully mediated the relationship between perceived organizational support and life satisfaction. In contrast, perceived supervisor support had a direct influence on life satisfaction rather than a mediated influence through job satisfaction. Our findings highlight the importance of separating the locus of support constructs when examining the impact of support on job and life satisfaction, given that perceived support has different effects depending upon the transmitter of that support. © 2014 Springer Science+Business Media Dordrecht.

How can managers reduce employee intention to quit?

This paper reports on an investigation of the variables that may be predictive of intentions to leave a job, and tests a model that includes mediating variables. A total of 173 retail salespeople completed questionnaires measuring commitment to the organization for which they worked, job satisfaction, stress, supervisor support, locus of control, self-esteem, the perceived stressors in the job and their intention to quit. Path analysis was used to test the relationships hypothesized in the model. The majority of hypotheses were supported, with the variables included accounting for 52 per cent of the variance in intention to quit. Emotional support from supervisors and self-esteem mediated the impact of stressors on stress reactions, job satisfaction, commitment to the organization and intention to quit. It is suggested that to ameliorate intention to quit and in turn reduce turnover, managers need to actively monitor workloads, and the relationships between supervisors and subordinates in order to reduce and manage stress. Managers also need to monitor both the extrinsic and intrinsic sources of job satisfaction available to employees. These activities could assist in maintaining and increasing job satisfaction and commitment to the organization.

Building the capacity of family day care educators to promote children’s social and emotional wellbeing : an exploratory cluster randomised controlled trial

Background: Childhood mental health problems are highly prevalent, experienced by one in five children living in socioeconomically disadvantaged families. Although childcare settings, including family day care are ideal to promote children’s social and emotional wellbeing at a population level in a sustainable way, family day care educators receive limited training in promoting children’s mental health. This study is an exploratory wait-list control cluster randomised controlled trial to test the appropriateness, acceptability, cost, and effectiveness of “Thrive,” an intervention program to build the capacity of family day care educators to promote children’s social and emotional wellbeing. Thrive aims to increase educators’ knowledge, confidence and skills in promoting children’s social and emotional wellbeing.
Methods/Design: This study involves one family day care organisation based in a low socioeconomic area of Melbourne. All family day care educators (term used for registered carers who provide care for children for financial reimbursement in the carers own home) are eligible to participate in the study. The clusters for randomisation will be the fieldworkers (n = 5) who each supervise 10-15 educators. The intervention group (field workers and educators) will participate in a variety of intervention activities over 12 months, including workshops; activity exchanges with other educators; and focused discussion about children’s social and emotional wellbeing during field worker visits. The control group will continue with their normal work practice. The intervention will be delivered to the intervention group and then to the control group after a time delay of 15 months post intervention commencement. A baseline survey will be conducted with all consenting educators and field workers (n = ~70) assessing outcomes at the cluster and individual level. The survey will also be administered at one month, six months and 12 months post-intervention commencement. The survey consists of questions measuring perceived levels of knowledge, confidence and skills in promoting children’s social and emotional wellbeing. As much of this intervention will be delivered by field workers, field worker-family day care educator relationships are key to its success and thus supervisor support will also be measured. All educators will also have an in-home quality of care assessment at baseline, one month, six months and 12 months post-intervention commencement. Process evaluation will occur at one month, six months and 12 months post-intervention commencement. Information regarding intervention fidelity and economics will also be assessed in the survey.
Discussion: A capacity building intervention in child mental health promotion for family day care is an essential contribution to research, policy and practice. This initiative is the first internationally, and essential in building an evidence base of interventions in this extremely policy-timely setting.

Intentions to quit work among care staff working in the aged care sector

Purpose of the Study: The aged care industry experiences high rates of staff turnover. Staff turnover has significant implications for the quality of care provided to care recipients and the financial costs to care agencies. In this study, we applied a model of intention to quit to identify the contextual and personal factors that shape aged care staff’s intention to quit.

Design and Methods: A sample of 208 aged care staff, including nurses, personal care assistants, allied health professionals, and managers completed a self-report questionnaire. The questionnaire assessed intention to quit, organizational commitment, job satisfaction, self-esteem, stressors, stress, and supervisor support.

Results: The findings largely supported the model. Specifically, job commitment, job satisfaction, and work stressors directly influenced intentions to quit, although work stressors and supervisor support demonstrated numerous indirect associations on quitting intentions.

Implications: The findings suggest that aged care service providers can modify aged care workers’ intentions to quit by reducing job stressors and increasing supervisor support.

The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance : test of a model

Purpose – Worker well-being continues to be fundamental to the study of work and a primary consideration for how organizations can achieve competitive advantage and sustainable and ethical work practices (Cartwright and Holmes; Harter, Schmidt and Keyes; Wright and Cropanzano). The science and practice of employee engagement, a key indicator of employee well-being, continues to evolve with ongoing incremental refinements to existing models and measures. This study aims to elaborate the Job Demands-Resources model of work engagement (Bakker and Demerouti) by examining how organizational, team and job level factors interrelate to influence engagement and well-being and downstream outcome variables such as affective commitment and extra-role behaviour.

Design/methodology/approach – Structural equations modelling of survey data obtained from 3,437 employees of a large multi-national mining company was used to test the important direct and indirect influence of organizational focused resources (a culture of fairness and support), team focused resources (team climate) and job level resources (career development, autonomy, supervisor support, and role clarity) on employee well-being, engagement, extra-role behaviour and organizational commitment.

Findings – The fit of the proposed measurement and structural models met criterion levels and the structural model accounted for sizable proportions of the variance in engagement/wellbeing (66 percent), extra-role-behaviour (52 percent) and commitment (69 percent).

Research limitations/implications – Study limitations (e.g. cross-sectional research design) and future opportunities are outlined.

Originality/value – The study demonstrates important extensions to the Job Demands-Resources model and provides researchers and practitioners with a simple but powerful motivational framework, a suite of measures, and a map of their inter-relationships which can be used to help understand, develop and manage employee well-being and engagement and their outcomes.

The mediating role of work climate perceptions in the relationship between personality and performance

Although past research has demonstrated a link between personality and job performance, potential enabling factors of this relationship have yet to be explored comprehensively. We hypothesized that perceptions of work climate, specifically relationship dimensions—cohesion, supervisor support, and job involvement—might be the mechanism through which the relationship between personality and job performance can be explained. Two hundred and thirty Australian employees completed an online survey measuring personality, relationship dimensions of work climate (job involvement, coworker cohesion, and supervisor support) and job performance. Results revealed that the relationship dimensions of work climate fully mediated the relationship between agreeableness and job performance, and extraversion and job performance, while the relationship between neuroticism and job performance was partially mediated by relationship dimensions of work climate. Supervisor support primarily accounted for this mediated effect for the neuroticism–job performance relationship, whereas for extraversion only job involvement explained significant unique variance. Our findings suggest that the relationship of agreeableness, extraversion, and neuroticism with job performance is indirect, and perceptions of the work environment itself play a role in this relationship. This implies that organizations should consider the work environment, in addition to personality during selection procedures. Future research should examine whether different levels of work environment dimensions, foster greater job performance in employees.

Organizational commitment in Chinese small- and medium-sized enterprises: the role of extrinsic, intrinsic and social rewards

This study investigates the relationship between organizational rewards and employee commitment in Chinese small- and medium-sized enterprises (SMEs). Hierarchical regression analysis was utilized to analyse survey data from 286 employees of 11 organizations. In line with what was hypothesized extrinsic rewards were found to be strongly related to both affective and continuance commitment, whereas satisfaction with supervision and role clarity positively influenced affective commitment. In contrast to previous empirical findings, autonomy and training provision were only found to influence continuance commitment. These findings have significant managerial implications regarding the utility of providing organizational rewards to enhance the commitment of Chinese employees. In order to promote employee commitment, SME managers could start by giving their employees greater autonomy and clarity regarding their role in the organization, as well as improving supervisor support. These are relatively inexpensive measures compared to the costly alternatives of improving extrinsic benefit packages and investing in employee training.

Psychosocial working conditions and suicide ideation: evidence from a cross-sectional survey of working Australians

OBJECTIVES: This study examined the relationship between psychosocial working factors such as job control, job demands, job insecurity, supervisor support, and workplace bullying as risk factors for suicide ideation. METHODS: We used a logistic analytic approach to assess risk factors for thoughts of suicide in a cross-sectional sample of working Australians. Potential predictors included psychosocial job stressors (described above); we also controlled for age, gender, occupational skill level, and psychological distress. RESULTS: We found that workplace bullying or harassment was associated with 1.54 greater odds of suicide ideation (95% confidence interval 1.64 to 2.05) in the model including psychological distress. Results also suggest that higher job control and security were associated with lower odds of suicide ideation. CONCLUSIONS: These results suggest the need for organizational level intervention to address psychosocial job stressors, including bullying.

Participative leadership and the organizational commitment of civil servants in China: The mediating effects of trust in supervisor

The present study examines whether participative leadership engenders organizational commitment amongst Chinese civil servants and analyses the mechanisms by which it transmits its effects. Confirmatory factor analysis and structural equation modelling revealed that there was a significant relationship between supervisor-level participative leadership and the affective and normative commitment of subordinates, but no relationship with continuance commitment. Affective trust was also identified as the mediator variable underlying the relationship between participative leadership and organizational commitment. We show that participative leadership of supervisors elicits higher levels of trust and leads subordinates to reciprocate through exhibiting higher levels of organizational commitment. Our study also reveals that Chinese civil servants who accept an unequal distribution of power between supervisors and subordinates typically exhibit lower levels of affective and normative commitment to the organization than those who do not. Our results provide greater support for the deepening of administrative reforms and the dissemination of participative leadership practices in China's new civil service system. © 2013 British Academy of Management.