Moderating Effect of Perceived Organizational Support on Human Resource Development Practices and Organizational Citizenship Behavior

Detnakarin, Suteera; Rurkkhum, Suthinee

doi:10.1080/10599231.2019.1647078

Cited by 19 publications

(27 citation statements)

References 60 publications

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“…Although these extrarole behaviors are considered a key research construct in psychology and management (Magnini et al, 2013), the hospitality field has seldom been the focus of studies (Chiang and Hsieh, 2012). Dai et al (2018) suggested that future research integrate more variables that influence organizational citizenship behavior, as such behavior is essential for creating a competitive advantage (Detnakarin and Rurkkhum, 2019). Tsui et al (1997) argued that organizational citizenship behavior is considered a performance outcome in the mutual investment between an organization and its employee.…”

Section: Ijchm 332mentioning

confidence: 99%

“…In hospitality, some scholars already found organizational citizenship behavior as a performance outcome (Ahmad and Zafar, 2018;Detnakarin and Rurkkhum, 2019). However, Morrison (1996) argued that researchers should emphasize service-oriented organizational citizenship behaviors, as few empirical studies have examined this extra-role behavior in the service employee view (Tang and Tang, 2012;Yang, 2012).…”

Section: Ijchm 332mentioning

confidence: 99%

“…Several authors argued that organizational support covers the socio-emotional side of the social exchange theory (Ahmad and Zafar, 2018;Eisenberger et al, 1986). This supportive work environment has become one of the most effective strategies to control employee work-life balance, reduce turnover (Gupta, 2019;Jaiswal and Dhar, 2016;Li et al, 2019) and explain reciprocity between employees and their organizations (Chang and Busser, 2020;Detnakarin and Rurkkhum, 2019;Hsu et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

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Using the social exchange theory to explore the employee-organization relationship in the hospitality industry

Meira

Hançer

2021

IJCHM

115

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Purpose This research developed a conceptual model for the hospitality industry based on the employee-organization relationship using the social exchange theory as the theoretical framework. This study aims to consider perceived organizational support as the psychological empowerment antecedent, while work engagement and service-oriented organizational citizenship behavior were considered as its outcome. This study also tested psychological empowerment as a mediator of these relationships. Design/methodology/approach Data were gathered from a sample of frontline hotel employees and analyzed through partial least squares structural equation modeling. A total of 242 completed and validated questionnaires were used for the analysis. Findings Perceived organizational support had a significant relationship with psychological empowerment (through meaning, competence, self-determination and impact), which also had a significant relationship with work engagement (through meaning and impact) and service-oriented organizational citizenship behavior (through meaning, self-determination and impact). Psychological empowerment partially mediated the relationship between perceived organizational support with work engagement and service-oriented organizational citizenship behavior. Originality/value Although psychological empowerment is receiving further empirical attention in the hospitality field, little is known about its antecedents and outcomes. Hence, this research extends previous studies using the social exchange theory to fill these literature gaps and create a conceptual model for the hospitality industry based on the employee-organization relationship.

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Section: Ijchm 332mentioning

confidence: 99%

Section: Ijchm 332mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Using the social exchange theory to explore the employee-organization relationship in the hospitality industry

Meira

Hançer

2021

IJCHM

115

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“…Since this study has focused on examining the combined effects of organisational characteristics, leadership behaviours and individual characteristics on the absence of OCB, a future study may focus on analysing the mediating and moderating role of other individual, organisational or even cultural variables. Some of these variables, such as perceived organisational support (Detnakarin & Rurkkhum, 2019), resilience (Ahmad et al, 2019), perceived self-efficacy (Testa et al, 2020) or tenure (Liu et al, 2020), have seldom been studied in the field of OCB and the prison context. Future research should analyse other sectors with similar characteristics to highlight their idiosyncrasies and generalise the findings of this study.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

To engage or not to engage in organisational citizenship behaviour: that is the question!

Vázquez-Rodríguez

Castro

Pérez-Pico

2020

Economic Research-Ekonomska Istraživanja

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Organisational citizenship behaviour (OCB) can be defined as discretional, voluntary and useful informal behaviour that is not directly acknowledged by the organisation's formal reward system. Such behaviour refers to actions that go beyond performing the tasks defined as part of one's job. Previous studies have shown that organisations that promote OCB can notably improve their productivity and efficiency. It is therefore important to know what causes employees to engage in OCB rather than just limiting themselves to doing what is strictly expected at work. However, it is more important to know why they do not engage in OCB. Using a sample of public prison employees and the fsQCA method, this study examines how the combined effects of organisational characteristics, leadership behaviours and individual characteristics lead to the absence of OCB. The results indicate that the absence of affective commitment, or job satisfaction, or interactional justice is a necessary condition for the absence of OCB. Four conditions are identified as sufficient, and the absence of affective commitment and the presence of laissez-faire leadership are found to be the most relevant conditions for the absence of OCB. Managerial implications and directions for future studies are discussed at the end of the paper.

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“…To support the mediation, the HR practice and POS should also have a significant relationship. Previous studies found a positive correlation between HR practice and POS (Tang et al, 2006;Bui et al, 2016;Kuvaas, 2008;Mayes et al, 2016;Detnakarin & Rurkkhum, 2019). This leads to our third hypothesis that H3: HR practice will positively affect POS.…”

Section: Perceived Organizational Support As Mediator Between Hr Pracmentioning

confidence: 53%

Effective Human Resources Practice and Employee Engagement: The Mediating Roles of Organizational Support

Saragih

Prasetio

2020

J. Mgt. Mkt. Review

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Objective - Telecommunication companies need their people to engage in their activities to achieve organizational goals. So, employee engagement became a crucial aspect of a company that struggles to win the competition. Some literature shows that human resource practice affects employee engagement. The present study examines the impact of perceived organizational support as a mediator on the relationship. Methodology/Technique - Data were collected from a branch office of the biggest telecommunication company in Bandung during May 2019. The questionnaires were distributed through the human resources department for four weeks. We analyze 112 valid responses by using SPSS and Macro Process. Findings - By conducting regression with bootstrapping we found that perceived organizational support mediates the relationship between effective human resources practice and employee engagement. The result suggests that a telecommunication company should practice good human resources practice including proper recruitment, training & development, reward, career advancement, and employee relation so that the employees can perceive its support and increase their engagement. Novelty – This finding provides the implication that good management of human resources practice and perceived organizational support can increase employee engagement. Type of Paper - Empirical Keywords: Employee Engagement, Human Resource Practice, Perceived Organizational Support. JEL Classification: M12, M19

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Moderating Effect of Perceived Organizational Support on Human Resource Development Practices and Organizational Citizenship Behavior

Cited by 19 publications

References 60 publications

Using the social exchange theory to explore the employee-organization relationship in the hospitality industry

Using the social exchange theory to explore the employee-organization relationship in the hospitality industry

To engage or not to engage in organisational citizenship behaviour: that is the question!

Effective Human Resources Practice and Employee Engagement: The Mediating Roles of Organizational Support

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