Valid | . | 10 | 8.5 | 8.5 | 8.5 |
Administration, finance and control | 6 | 5.1 | 5.1 | 13.6 | |
Delivery and project management | 55 | 46.6 | 46.6 | 60.2 | |
Marketing and sales | 47 | 39.8 | 39.8 | 100.0 | |
Total | 118 | 100.0 | 100.0 |
Descriptive characteristics of the scales
Variable | Cronbach’s alpha | No of items | Mean | Sd | Skewness | Kurtosis |
---|---|---|---|---|---|---|
Social support from supervisor | 0.91 | 4 | 4.46 | 1.23 | −0.92 | 0.34 |
Social support from co-workers | 0.85 | 4 | 4.69 | 0.88 | −0.77 | 0.29 |
Organizational identification | 0.69 | 6 | 4.22 | 0.49 | −1.01 | 1.31 |
Work engagement | 0.87 | 9 | 6.26 | 0.70 | −1.43 | 2.32 |
Objectives | 0.84 | 4 | 3.83 | 0.68 | −0.71 | 0.26 |
Valuation | 0.71 | 4 | 3.48 | 0.65 | 0.00 | −0.39 |
Listening | 0.68 | 4 | 4.06 | 0.55 | −0.55 | 0.32 |
Information | 0.82 | 4 | 3.62 | 0.64 | −0.10 | −0.45 |
Relationships | 0.66 | 4 | 3.77 | 0.53 | −0.02 | −0.25 |
Operativeness | 0.74 | 4 | 3.69 | 0.58 | −0.43 | 0.14 |
Negative indicators | 0.89 | 13 | 4.02 | 0.61 | −0.73 | 0.02 |
Mediating effect by “organizational trust” between “social support from colleagues” and “absence of psychosocial risks (stress)”
Outcome variable: Organizational trust | |||||||
---|---|---|---|---|---|---|---|
Model | Summary | ||||||
R | R-sq | MSE | F | df1 | df2 | ||
0.59 | 0.35 | 0.15 | 54.00 | 1.00 | 99.00 | 0.00 | |
Model | |||||||
coeff | se | t | p | LLCI | ULCI | ||
Constant | 2.25 | 0.21 | 10.62 | 0.00 | 1.83 | 2.67 | |
Support from colleagues | 0.33 | 0.04 | 7.35 | 0.00 | 0.24 | 0.41 | |
Outcome variable: Absence of psychosocial risks (stress) | |||||||
Model | Summary | ||||||
R | R-sq | MSE | F | df1 | df2 | p | |
0.63 | 0.40 | 0.22 | 32.63 | 2.00 | 98.00 | 0.00 | |
Model | |||||||
coeff | se | t | p | LLCI | ULCI | ||
Constant | 1.08 | 0.37 | 2.90 | 0.00 | 0.34 | 1.81 | |
Support from colleagues | 0.06 | 0.07 | 0.88 | 0.38 | −0.07 | 0.19 | |
Organizational trust | 0.72 | 0.12 | 5.94 | 0.00 | 0.48 | 0.96 | |
Total effect of support from colleagues on absence of psychosocial risks (stress) | |||||||
Effect | se | t | p | LLCI | ULCI | c_ps | c_cs |
0.29 | 0.06 | 4.72 | 0.00 | 0.17 | 0.41 | 0.48 | 0.43 |
Direct effect of support from colleagues on absence of psychosocial risks (stress) | |||||||
Effect | se | t | p | LLCI | ULCI | c'_ps | c'_cs |
0.06 | 0.07 | 0.88 | 0.38 | −0.07 | 0.19 | 0.10 | 0.09 |
Mediating effect by “organizational trust” between “social support from supervisor” and “absence of psychosocial risks (stress)”
Outcome variable: Organizational trust | |||||||
---|---|---|---|---|---|---|---|
Model | Summary | ||||||
R | R-sq | MSE | F | df1 | df2 | p | |
0.71 | 0.50 | 0.13 | 100.99 | 1.00 | 102.00 | 0.00 | |
Model | |||||||
coeff | se | t | p | LLCI | ULCI | ||
Constant | 2.49 | 0.13 | 18.98 | 0.00 | 2.23 | 2.75 | |
Support from supervisor | 0.29 | 0.03 | 10.05 | 0.00 | 0.23 | 0.34 | |
Outcome variable: Absence of psychosocial risks (stress) | |||||||
Model | Summary | ||||||
R | R-sq | MSE | F | df1 | df2 | p | |
0.65 | 0.43 | 0.21 | 37.52 | 2.00 | 101.00 | 0.00 | |
Model | |||||||
coeff | se | t | p | LLCI | ULCI | ||
Constant | 1.33 | 0.36 | 3.68 | 0.00 | 0.61 | 2.04 | |
Support from supervisor | 0.08 | 0.05 | 1.64 | 0.10 | −0.02 | 0.19 | |
Organizational trust | 0.62 | 0.13 | 4.87 | 0.00 | 0.37 | 0.88 | |
Total effect of support from supervisor on absence of psychosocial risks (stress) | |||||||
Effect | se | t | p | LLCI | ULCI | c_ps | c_cs |
0.26 | 0.04 | 6.48 | 0.00 | 0.18 | 0.34 | 0.44 | 0.54 |
Direct effect of support from supervisor on absence of psychosocial risks (stress) | |||||||
Effect | se | t | p | LLCI | ULCI | c'_ps | c'_cs |
0.08 | 0.05 | 1.64 | 0.10 | −0.02 | 0.19 | 0.14 | 0.17 |
Moderating effect of “organizational identification” in the relationship between “support from supervisor” and “work engagement”
Outcome variable: Work engagement | ||||||
---|---|---|---|---|---|---|
Model | Summary | |||||
R | R-sq | MSE | F | df1 | df2 | p |
0.66 | 0.44 | 0.29 | 26.29 | 3.00 | 101.00 | 0.00 |
Model | ||||||
coeff | se | t | p | LLCI | ULCI | |
Constant | 0.17 | 1.09 | 0.16 | 0.88 | −2.00 | 2.34 |
Support from supervisor | 1.05 | 0.28 | 3.80 | 0.00 | 0.50 | 1.60 |
Organizational identification | 1.26 | 0.27 | 4.57 | 0.00 | 0.71 | 1.80 |
Support × identification | −0.20 | 0.07 | −3.07 | 0.00 | −0.33 | −0.07 |
Conditional effects of the focal predictor at values of the moderator(s): | ||||||
Organizational identification | Effect | se | t | p | LLCI | ULCI |
3.73 | 0.29 | 0.05 | 5.33 | 0.00 | 0.18 | 0.40 |
4.23 | 0.19 | 0.05 | 3.89 | 0.00 | 0.09 | 0.29 |
4.73 | 0.09 | 0.06 | 1.40 | 0.16 | −0.04 | 0.21 |
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Funding : This research received no external funding, and it acknowledges support from Universitas Mercatorum to the author Flavia Bonaiuto.
Data availability statement : Data are available on request.
Conflicts of interest : The authors declare no conflict of interest.
About the authors.
Flavia Bonaiuto, Psychology PhD, is an Extraordinary Professor in Psychological Testing, Communication and Marketing Psychology, Psychological Dynamics of Creative Organizations at Universitas Mercatorum, Rome. She has a research fellowship at Department of Experimental Medicine, Sapienza Università di Roma. Her research interests apply to environmental psychology, organizational psychology, body image and body self-perception. She cooperated in academic and military fields as Author and Coauthor of guidance/admission tests and personality questionnaires for a long time, and she has worked as Occupational Psychologist (assessment, human resources management) for over 20 years. She also exercises as eating behavior and disorders Psychotherapist and as Psycho-Educator promoting psychophysical well-being.
Stefania Fantinelli is a Work and Organizational Psychologist, Postdoctoral Researcher at the Business Psychology Lab, University G. d’Annunzio of Chieti-Pescara. Her main research interests are impacts of social media and new technologies on individual and organizational life. She teaches Economic and Consumer Psychology at LUMSA University, Rome; she is also a Work and Organizational Consultant.
Alessandro Milani is a PhD Student in Social Psychology at “Saapienza” – University of Rome. He graduated in “psychology of social processes” and in “psychology of communication and marketing.”
Prof PhD Michela Cortini is a Full Professor of Work and Organizational Psychology at the University of Chieti – Pescara, where she is the Coordinator of the bachelor’s degree in Psychological Sciences. She is the Head of the Business Psychology Lab, and she leads the vocational guidance services for Psychology students. She teaches Work and Organizational Psychology and human resources (HR) Management. She is an Executive Committee Member of the European Association of Work and Organizational Psychology since May 2019. Her main research interest concerns research methodology (in particular the triangulation of methods), HR management and organizational communication.
Marco Cristian Vitiello is a Work and Organizations Psychologist and Psychotherapist. He is the Founder of Studio Saperessere. He is a Member of the board of directors at SIPLO (Italian Society of Work and Organizational Psychology). He is the WG Coordinator of Work Psychology for the Psychologists institutional association of Lazio. He is an Adjunct Professor at “Sapienza” – University of Rome, in “Business Organization”. He is an Extraordinary Professor at “Universitas Mercatorum”, in “Work and Organizations Psychology”. He is a Consultant in staff organization and training, HR management and work well-being. He has a private consultancy in workplace health and well-being and professional reskilling. He is the Author with Key Editore (stress, well-being, mobbing, violence and harassment in the workplace) and Springer Healthcare Education (stress for health-care professionals).
Marino Bonaiuto is Full Professor of Social Psychology, Faculty of Medicine and Psychology, Sapienza University of Rome; PhD Board Member at Department of Psychology of Socialization and Development Processes; former Interuniversity Centre for Research in Environmental Psychology Director and former President of the master course in Psychology of communication and marketing. He is an awarded Research Fellow International Association of Applied Psychology. He has expertise in residential environments, health-care environments, green and natural areas, working environments, both verbal and bodily and organizational communication.
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Perceived organizational support (POS), which reflects the organization’s value on employees’ contributions and concern for employee benefits, is an important tool to help organizations establish favourable relationship with employees and motivate employees work hard. This paper aims to make a review of POS concept and the variables related to POS. Research results showed that perceived organizational support emphasizes organizational commitment to employees and is a unilateral relationship. Perceived organizational support is related to employees’ reduced absenteeism, increased job satisfaction, happiness, organizational citizenship behaviour and organizational performance, and also influenced by organizational fairness, working conditions, HR practices, employee characteristics, leadership, management communication. Besides, this paper summarized the measures to improve perceived organizational support, such as supportive or high commitment HR practices, fairness, superior and co-worker supports, employee empowerment. This study helps researchers understand the latest research progress in perceived organizational support.
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Perceived organizational support is an employee perception that the organization values their. contributions and cares about their well-being (Eisenberger et al., 1986). After Eisenberger et. al ...
Perceptions of supervisor support differ from perceptions of organizational support in that PSS is explicitly determined by the amount of care supervisors provide to their employees, how much they make employees feel valued, and the perceived concern they have in regards to their employees' well-being. POS is.
Perceived organizational support and job satisfaction. Armstrong-Stassen [] explained that individuals' behavior is influenced by their opinion about fundamental processes that constitute their organization and POS is among them.Few scholars have revealed a strong linkage between POS and job satisfaction [23, 30, 33].In a longitudinal study conducted by Armstrong-Stassen [], it was observed ...
The perceived organizational support has a positive effect both for individuals and for the organization. It allows employees to have a sense of responsibility, a sense of belonging, and the satisfaction of emotional needs, leading to greater loyalty in employees toward the organization. The perceived organizational support can also enhance ...
The importance of social support in shaping work attitudes and outcomes has long been recognized and integrated into several theories. In the Job Demands-Resources model (JD-R model) (Bakker & Demerouti, 2007; Demerouti et al., 2001; Schaufeli & Bakker, 2004), social support is mentioned as one of the resources that an employee can draw upon, in addition to autonomy, control or meaningfulness ...
This article provides a systematic review of existing research on perceived organizational support (POS) from 1986 to January, 2023 to summarize current knowledge in the field and to propose ...
This study investigates the correlations among perceived organizational support (POS), self-efficacy, knowledge transfer, and innovative behaviors of employees in the information service companies ...
Organizational support theory (OST) proposes that employees form a generalized perception concerning the extent to which the organization values their contributions and cares about their well-being (perceived organizational support, or POS).
Organizational support theory (OST) proposes that employees form a generalized perception concerning the extent to which the organization values their contributions and cares about their well-being (perceived organizational support, or POS). Based on hypotheses involving social exchange, attribution, and self-enhancement, we carried out a meta-analytic assessment of OST using results from 558 ...
Perceived organizational support and affective commitment Organizational support theory holds that the tendency of employees to view the organization as having a favorable or unfavorable orientation toward them is abetted by their personification of the organization (Eisenberger et al., 1986).
Research has examined how providing employees with support through the organization and its supervisors is related to beneficial workplace outcomes. However, the use of nearly identical scales in measuring perceived organizational support (POS) and perceived supervisor support (PSS) might have led to consistent correlations and redundancies between the two constructs. To explore whether these ...
Along with employees' characteristics (e.g., motivation and commitment) and organizational climate, employee's perception of organizational support has been studied as one of the most promising ways to encourage employee knowledge sharing behaviors (Lim & Ok, 2021), Perceived organizational support (POS) denotes the degree to which employees believe their organization cares their well ...
This study provides preliminary evidence that suggests that employee alignment, and to a lesser extent perceived organizational support, are two factors within the purview of managers that can be useful in creating the requisite organizational environment in which engagement may thrive. Author: Meier, John George; Language: en; Keyword ...
A thesis submitted to the Faculty of the University of Delaware in ... Perceived Organizational Support and Resistance to Work Group Deviance Organizational support theory (Eisenberger et al., 1986; Shore and Shore, 1995; Rhoades and Eisenberger, 2002) assumes that in order to meet
A thesis submitted to the Department of Psychology and Counselling, Faculty of Arts and Social Science, Universiti Tunku Abdul Rahman, in partial ... of perceived organizational support on the relationship between job satisfaction and turnover intention among academic staff for private universities in Malaysia. Data were collected using
The Effect of Perceived Organizational Support and Transformational Leadership on Affective Commitment and Employee Performance. October 2020; Journal of Asian Finance Economics and Business 7(10 ...
Prior research in Western contexts has pointed to the benefits of supporting employees in the use of their personal strengths at work. This manuscript aims to investigate the invariance of the relationship between employees' perceived organizational support for the use of their strengths and their well-being (work engagement, burnout, and satisfaction with life) across countries. To this end ...
Moreover, there are several studies that corroborate the positive relation between perceived organizational support and the reduction of job-related stress (Jung and Yoon, 2013; Loi et al., 2014; D'Alterio et al., 2019), especially when workers find themselves in social minority situations or when they encounter tasks that are extremely ...
The factor loading of perceived organizational support ranged from 0.690 to 0.798, factor loading of thriving ranged from the 0.677 to 0.741, factor loading of flourishing ranged from 0.742 to 0.801, and the factor loading of work engagement ranged from 0.513 to 0.789. The results indicate that in the study, each variable was independent of ...
The study of influence of perceived organizational justice on "post-90s" employees' job involvement: The mediating role of perceived organizational support (Unpublished master's thesis). Anhui University of Science and Technology, China.
Moreover, there are several studies that corroborate the positive relation between perceived organizational support and the reduction of job-related stress (Jung and Yoon, 2013; Loi et al., 2014; D'Alterio et al., 2019), especially when workers find themselves in social minority situations or when they encounter tasks that are extremely ...
* This study is based on a master's thesis mentored by the second author, and presented to Akdeniz University. ... level of perceived organizational support by determining the relationship between research assistants' per-ceived organizational support and organizational cynicism. The population of the study consists of 214 research
Organizational Studies; Organizations; Thesis PDF Available. PERCEIVED ORGANISATIONAL SUPPORT, ORGANISATIONAL COMMITMENT AND TURNOVER INTENTIONS AMONGST EMPLOYEES IN A SELECTED COMPANY IN THE CASH ...