This study aimed to investigate the different dimensions of well-being (namely, work engagement, job satisfaction, and psychological stress) and possible predictors such as personality and perceived organizational support. A cross-sectional survey design was used, with a sample of 490 ambulance personnel in the United Kingdom. Significant correlations were found between the dimensions of job satisfaction, engagement, and stress. The results also supported a hierarchical model with job satisfaction, stress, and engagement loading onto one higher order factor of work well-being. Emotional stability and perceived organizational support were identified as significant predictors of well-being. The findings suggest the importance of measuring the work-related well-being of ambulance personnel holistically and present perceived organizational support as a possible area for interventions to improve well-being.

Purpose The purpose of this paper is to use social exchange theory (SET) to examine a model where supportive and unsupportive manager behaviors (SMB and UMB) interact to predict employees’ engagement, job satisfaction and turnover intention. Design/methodology/approach A cross-sectional online survey collected data from 252 UK-based employees of a global data management company. Findings Factor analysis confirmed manager behaviors to consist of two constructs: supportive and unsupportive behaviors. Structural equation modeling indicated SMB predicted job satisfaction and turnover intentions, but not engagement. Job satisfaction, but not engagement, mediated the SMB-turnover intention relationship. UMB only predicted job dissatisfaction. Neither job satisfaction nor engagement mediated the UMB-turnover intention relationship. UMB undermined the positive relationship between SMB and turnover intention. Practical implications The behaviors assessed can be integrated into various stages of a manager’s development process to serve as guidelines of good practice. Crucially, findings suggest managers can exhibit both supportive and unsupportive behaviors, and that consistency in behaviors is important. The study also provides evidence that supportive managers can help reduce turnover intention through job satisfaction. Originality/value SET was used as a framework for SMB, UMB and engagement. To the authors’ knowledge this is the first study to examine the interaction between SMB and UMB.

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