Connecting the Dots: Perceived Organization Support, Motive Fulfilment, Job Satisfaction, and Affective Commitment Among Volunteers

Saraswati

2023

JIEB

Introduction/Main Objectives: It is well-known that millennials have low levels of attachment towards the organisation.It istherefore necessary to consider ways of retaining them as leavers may affect the organisation financially. Background Problem: Previous studies have consistently shown that work engagement (WE) significantly affects affective commitment (AC). However, the correlation level varies. Hence, a moderator could be affecting the strength of their relationship. Novelty: This research investigated whether psychological capital (PsyCap) and perceived organisation support (POS) could act as moderators. Research Methods: The research was a quantitative and non-experimental study. Researchers usingthe convenience sampling technique and the participants were 111 Indonesian millennial employees who completed questionnaires virtually. Findings/Results: Regression analysis confirmed that WE influenced AC significantly and PsyCap was shown to be a moderator. Further, a three-way interaction revealed that a low level of POS has a significant effect,but only when the level of PsyCap is low, implying that POS is still valid as a moderator (even though only partially). Conclusion: This study concluded that both PsyCap and POS are important for millennial employees. Therefore, it is recommended that management consider these two variables when managing the millennials in their organisation.

Section: Introductionmentioning

confidence: 99%

Work Engagement Influences Affective Commitment: Psychological Capital and Perceived Organisation Support As Moderators

Saraswati

2023

JIEB

The Implications of Organisational Contexts on Unpaid Workers’ Loyalty: The Interactive role of Perceived Organisational and Supervisor Support

Usadolo

2024

Public Organiz Rev

This paper examines the process through which perceived organisational support (POS) affects volunteers’ affective commitment (AC) by investigating the mediating role of leader-member exchange (LMX) in the relationship between POS and AC of volunteers in five non-for-profit organisations in Queensland, Australia. Data collected from 213 participants with a cross-sectional survey questionnaire were analysed to validate the hypotheses. The result reveals that POS has a significant direct effect on volunteers’ AC, as well as indirect significant effect through LMX. The results of the study provide new knowledge about the importance of a supportive workplace relationship between immediate supervisors and volunteers in enhancing volunteers’ positive organisational experiences that would lead into higher loyalty and involvement.

Effect of transformational leadership on employees’ shared goals during merger and acquisition: moderating roles of organizational support and participative decision-making

Soontornchaiya,

Charoensukmongkol

2024

EBHRM

PurposeDespite the benefits that firms obtain from merger and acquisition (M&A), this strategy frequently poses a significant challenge for management in encouraging employees of the acquired firm to develop shared goals with the new organization. This research analyzes the effect of transformational leadership by department managers in the acquiring firm on the degree to which employees in the acquired firm develop shared goals. We also examine whether the effect of transformational leadership on shared goals could be moderated by organizational support and employee participation in decision-making.Design/methodology/approachThis research was conducted using the case of a firm in the power and energy sector that was undergoing M&A. Survey data were obtained from 203 employees and their department managers to avoid common method bias. The data were analyzed using partial least squares structural equation modeling.FindingsWe found that employees in the acquired firm who worked for the department managers of the acquiring firms who demonstrated transformational leadership were more likely to adopt shared goals than those who did not. Moreover, the moderating effect analysis shows that transformational leadership had a greater effect on shared goals when employees perceived that they received a high level of organizational support. On the contrary, transformational leadership had a weaker effect on shared goals when employees actively participated in decision-making.Practical implicationsTransformational leadership is the leadership practice that the management of the acquiring firm needs to apply to employees, who are a critical part of the firm’s human capital, when they manage the M&A activities. The management also needs to demonstrate to the employees that the acquiring firm cares about the employees’ well-being and has sincere concern for them throughout and after the M&A process. Despite the transformational leadership practice’s essential role, participative decision-making is another management practice that should be implemented to reduce employees’ reliance on the management’s transformational leadership to persuade them to adopt shared goals, which might be essential when the transformational leadership practice cannot be effectively implemented.Originality/valueOur results regarding the moderating effects of perceived organizational support and participative decision-making add some new knowledge to the theory by showing that the management’s implementation of transformational leadership during M&A will need to consider other management practices that may either intensify or weaken the benefit that employees may gain from the management’s transformational leadership.