Association Between Social Support and Job Satisfaction Among Mainland Chinese Ethnic Minority Kindergarten Teachers: The Mediation of Self-Efficacy and Work Engagement

Abstract

Grounded on the social exchange theory (SET), social cognitive theory (SCT), and self-determination theory (SDT), this study aims to explore the mediating role of self-efficacy (SE) and work engagement (WE) on the effect of social support (SS) on job satisfaction (JS) among Chinese ethnic minority kindergarten teachers (KTs). The results show that: (1) SS has a directly significant effect on JS; (2) WE mediates the relationship between SS and JS; and (3) SE mediates the relationship between SS and WE. Although the mediation of SE on the relationship between SS and JS is not found, the posited multiple mediations of SE and WE on the relationship between SS and JS are totally accepted. The results reveal that SS mainland Chinese ethnic minority KTs received can not only have a direct effect on JS but also have an indirect impact through the one-path mediating role of WE and the chain mediating role of SE and WE. The results suggest that governments, supervisors, and sponsors should work together to provide ethnic minority KTs with more prioritized SS from both cultural psychology and financial material and opportunities for facilitating professional knowledge and skills in order to enhance their SE, inspire their WE, and eventually accumulate their JS.

Exploring the Associations between Perceived Organizational Support and Job Burnout among Chinese Academic Journal Editors: A Moderated Mediation Model

“…Employees with high levels of POS presented greater satisfaction with their jobs [86]. According to social exchange theory [20,21], when perceiving strong support from an organization, employees tend to reciprocate by engaging in their jobs and developing loyalty to their organization [25]. In comparison, employees feeling unsupported are likely to feel dissatisfied with their jobs and reduce their commitment to the organization [94].…”

“…Moreover, according to the job demands-resources (JDR) model [24], when perceiving inefficient job resources (e.g., organizational support), employees tend to mobilize individual resources (e.g., SE) and are more likely to be satisfied with their work. Furthermore, some studies have demonstrated that SE controls the association between POS and JS [25,26], with a significantly negative relationship between SE, JS, and JB [3,27,28].…”

Social Support and Job Satisfaction in Kindergarten Teachers: The Mediating Role of Coping Styles

“…The high turnover of kindergarten teachers due to job dissatisfaction is an urgent problem in China especially ( Xia et al, 2022 ). Therefore, kindergarten teachers’ job satisfaction has attracted widespread attention among educators, researchers, and policymakers ( Wu et al, 2020 ). In summary, it is necessary to explore the potential predictors of kindergarten teachers’ job satisfaction to enhance job satisfaction and in turn, reduce turnover rates.…”

“…However, less is known about this relationship in kindergarten teachers. To our knowledge, only one study explored this relationship, and found that social support predicted job satisfaction of ethnic minority kindergarten teachers in China ( Wu et al, 2020 ). In the current study, we recruited a sample of general kindergarten teachers to test this relationship, which enriches the research on job satisfaction in kindergarten teachers.…”

Research on the Psychological Expectation Impact on Enterprise Innovation Under Mergers and Acquisitions Pressure: From the Evidence of Large Stock Dividends

“…At the same time, on the one hand, stock liquidity may promote mergers and acquisitions between enterprises, making managers face the pressure of mergers and acquisitions. Social psychology theory believes that the environmental atmosphere will affect people's motivations, thereby affecting people's behavioral decisions (Kerksieck et al, 2019;Wu et al, 2020). The psychological expectation of mergers and acquisitions (M&A) pressure will aggravate management's short-sighted behavior, thereby reducing corporate innovation (Nguyen and Nguyen, 2020;Garcia-Sanchez, 2021).…”