Measuring Perceived Supervisory and Organizational Support

Kottke, Janet L.; Sharafinski, Clare E.

doi:10.1177/0013164488484024

Cited by 444 publications

(348 citation statements)

References 3 publications

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“…Beyond the more general perception of support from the organization, employees develop specific views concerning the degree to which their immediate manager values their contributions and cares about their well-being (Kottke & Sharafinski, 1988). Such attention and appreciation from managers should lead to a number of beneficial outcomes, including lower turnover intention.…”

Section: Theory and Hypothesismentioning

confidence: 99%

“…Focusing on interactions between perceived job autonomy and the social context of work may contribute to better understand conditions under which facets of work design may predict employee outcomes beyond direct relationships, and consequently improve work design initiatives. In the present study, we focus on a facet of the social context of work in the form of perceived supervisor support, or employees' views concerning the degree to which their immediate line manager values their contributions and cares about their well-being (Kottke & Sharafinski, 1988). Previous studies suggest that supervisor-related perceptions are important for reducing employee turnover intention (e.g.…”

mentioning

confidence: 99%

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Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support

Dysvik

Kuvaas

2013

European Journal of Work and Organizational Psychology

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Perceived job autonomy has been recognized as a central tenet of work design, leading to a range of positive outcomes. Still, scholars have rightfully questioned its predictive role for several outcomes, including turnover intention as the two have been found to be virtually unrelated. In line with calls for more complex research on the predictive role of perceived job autonomy on employee outcomes, the purpose of this study was to investigate whether the relationship between perceived job autonomy and turnover intention may be prone to contextual influences. Two cross-sectional surveys among 680 Norwegian employees from different public service organizations showed that the relationship between perceived job autonomy and turnover intention was moderated by perceived supervisor support. In support of our hypothesis, the form of the moderations revealed that perceived job autonomy was negatively related to turnover intention only for employees reporting high levels of perceived supervisor support. Implications for practice and directions for future research are discussed.

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Section: Theory and Hypothesismentioning

confidence: 99%

mentioning

confidence: 99%

Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support

Dysvik

Kuvaas

2013

European Journal of Work and Organizational Psychology

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“…Karasek and colleagues distinguished supervisor from co-worker support. Perceived supervisor support refers to the employees' perceptions on the degree to which supervisors value their contributions and care about their well-being (Kottke and Sharafinski, 1988). Co-worker support, on the other hand, refers to co-workers assisting one another in their tasks when needed by sharing knowledge and expertise as well as providing encouragement and support (Zhou and George, 2001).…”

Section: Theoretical Framework and Hypotheses Formulationmentioning

confidence: 99%

Senior management leadership, social support, job design and stressor‐to‐strain relationships in hospital practice

Buttiġieġ

West

2013

Journal of Health Organization and Management

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Purpose -The purpose of this paper is to examine the effect of the quality of senior management leadership on social support and job design, whose main effects on strains, and moderating effects on work stressors-to-strains relationships were assessed. Design/methodology/approach -A survey involving distribution of questionnaires was carried out on a random sample of health care employees in acute hospital practice in the UK. The sample comprised 65,142 respondents. The work stressors tested were quantitative overload and hostile environment, whereas strains were measured through job satisfaction and turnover intentions. Structural equation modelling and moderated regression analyses were used in the analysis. Findings -Quality of senior management leadership explained 75 per cent and 94 per cent of the variance of social support and job design respectively, whereas work stressors explained 51 per cent of the variance of strains. Social support and job design predicted job satisfaction and turnover intentions, as well as moderated significantly the relationships between quantitative workload/hostility and job satisfaction/turnover intentions. Research limitations/implications -The findings are useful to management and to health employees working in acute/specialist hospitals. Further research could be done in other counties to take into account cultural differences and variations in health systems. The limitations included self-reported data and percept-percept bias due to same source data collection. Practical implications -The quality of senior management leaders in hospitals has an impact on the social environment, the support given to health employees, their job design, as well as work stressors and strains perceived. Originality/value -The study argues in favour of effective senior management leadership of hospitals, as well as ensuring adequate support structures and job design. The findings may be useful to health policy makers and human resources managers.

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“…Therefore, certain contradiction arises in relation to the definition of organisational support, which basically does not include relationship with guests, but only internal relationships in organisation, i.e. 'the degree to which supervisors value the contributions of employees and care about their well-being' (Eisenberger, Huntington, Hutchison, & Sowa, 1986;Kottke & Sharafinski, 1988;Rhoades & Eisenberger, 2002). Factor 2 can be interpreted as the dimension of customer focus (Dienhart, Gregoire, Downey, & Knight, 1992).…”

Section: Research Resultsmentioning

confidence: 99%

Why should gender differences in hospitality really matter? A study of personnel’s service orientation and job satisfaction in hotels

Petrović

Jovanović

Marković

et al. 2014

Economic Research-Ekonomska Istraživanja

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In this article we examine the gender differences among hotel employees in service orientation and job satisfaction. To determine these differences, we used a service orientation scale (SOS), developed by Dienhart, Gregoire, Downey and Knight and a job satisfaction scale developed by Lytle. Our assumptions were that there would be significant gender differences in service orientation and job satisfaction. Our research proved factor structures of the two scales we used. Specifically, we showed gender differences in two of three factors, concerning service orientation (organisational support and customer focus), and no gender differences in job satisfaction. Our study revealed that organisational support is more important to men because they value more structured labour and service procedures than women (t = 2.21, df = 110, p = 0.03). In contrast, customer focus is more relevant to a women because it is more crucial to see satisfied guests, as well as having a good relationship with them (t = 2.07, df = 110, p = 0.04). It is of great importance for hotel management to have in mind that male and female employees respond and behave differently depending on the stimuli in the work environment and their satisfaction varies because of it.

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Measuring Perceived Supervisory and Organizational Support

Cited by 444 publications

References 3 publications

Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support

Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support

Senior management leadership, social support, job design and stressor‐to‐strain relationships in hospital practice

Why should gender differences in hospitality really matter? A study of personnel’s service orientation and job satisfaction in hotels

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