Supervisor support and work engagement of hotel employees in Malaysia

Choo, Ling Suan; Nasurdin, Aizzat Mohd.

doi:10.1108/gm-11-2014-0105

Cited by 60 publications

(32 citation statements)

References 73 publications

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“…Cenkci and Özçelik (2015) have examined the moderating effect of a leader's gender on the relationship between leadership style and employees' work engagement, similarly finding that there is no gender difference in the relationship. On the other hand, Suan and Nasurdin (2016) have investigated the moderating effect of employees' genders on the relationship between supervisor support and work engagement and found that the positive effect of supervisor support on work engagement is stronger for male than female employees.…”

Section: Gender Differences In Career Development and Work Engagementmentioning

confidence: 99%

An application of work engagement in the job demands–resources model to career development: Assessing gender differences

Lee

Eissenstat

2018

Human Resource Dev Quarterly

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The purpose of this study is to investigate the applicability of the job demands–resources (JD‐R) model to work engagement and career development based on the extended conceptual model proposed by Lee, Kwon, Kim, and Cho (2016). This study also aims to examine gender differences within this model. To achieve these goals, this study adopts a multigroup analysis using a sample from the Generations of Talent data set, which is composed of 1,997 employees in 11 countries. The results of the analysis show that career identity and perceived supervisor support are positively associated with work engagement, while work engagement is positively associated with career commitment and career satisfaction across the study's male and female groups. However, the effect of career development opportunities on work engagement is not significant, and there are no gender differences in the structural relationships among research variables. Given these results, this study suggests implications for both researchers and practitioners.

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Section: Gender Differences In Career Development and Work Engagementmentioning

confidence: 99%

An application of work engagement in the job demands–resources model to career development: Assessing gender differences

Lee

Eissenstat

2018

Human Resource Dev Quarterly

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“…provides training participants with a feeling that supervisors care about them and value their contribution to work outcomes. Based on social exchange theory (Blau 1964) and perceived organisational support (Eisenberger et al 1986), several authors have argued that this affective attachment is positively related to individual work outcomes (Golden and Veiga 2008;Knies and Leisink 2014) and relieves the effects of work-related stress (Eschleman 2011;Suan and Nasurdin 2016). At the team level, the effect of emotional supervisor support may be even stronger because interactions between team members give rise to the collective perception of supervisor support through repeated cycles of individual interactions and influence (Pohl and Galletta 2017).…”

Section: Discussionmentioning

confidence: 99%

Transfer of Self-Leadership Skills Within the Dutch Police: a Three-Wave Study

Botke

Tims

Khapova

et al. 2021

J Police Crim Psych

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This three-wave study examined the training-to-work transfer process of a self-leadership skills training programme for crime scene investigators working for the Dutch police force. The transfer process is complex and depends on numerous factors. Two important steps forward are taken in the present study. First, we take into account all transfer steps in one study to gain insights into the transfer process, and second, by being specific about the work situation in which transfer outcomes should occur, we address the “criterion problem” that is often mentioned in transfer research. Based on the Ability Motivation Opportunity model, we hypothesised that the posttraining transfer process starts with being motivated to transfer and that this motivation increases the use of self-leadership during work. Another aspect that may facilitate the use of trained skills is supervisor support, as it offers opportunities to use self-leadership skills during work. In turn, self-leadership skills at work were hypothesised to lead to increased work performance. We tested our transfer model in two different work situations experienced by crime fighters. Our findings show that the use of self-leadership skills is positively related to the detached concern of crime fighters in specific situations. Additionally, our findings show that the use of self-leadership skills mediates the relation between the motivation to transfer and work performance in specific situations. Finally, our findings show that including different transfer steps (i.e. the motivation to transfer, use of skills, and performance), different performance measures, and different work situations in the transfer process provides more insight into when and how transfer-to-work after training occurs. These findings suggest that if organisations aspire to improve such transfer, then they should be specific about the intended posttraining behaviours and performance and the situations in which these outcomes should emerge.

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“…Supervisor support is defined as the extent to which employees perceive their supervisor's interest in their well-being and job performance (Maertz et al, 2007). Prior studies have investigated the moderating effect of supervisor support (Muhammad and Hamdy, 2005;Ru Hsu, 2011;Choi et al, 2012;Chauhan et al, 2017) on job satisfaction (Zhang et al, 2019), stress, burnout, training, work engagement (Demerouti et al, 2001;Schaufeli et al, 2008;Ling Suan and Nasurdin, 2016;. These studies have shown that supervisor support can have powerful effects on employees.…”

Section: The Moderating Role Of Supervisor Supportmentioning

confidence: 99%

Examining the Role of Supervisor Support on Generation Z's Intention to Quit

Chillakuri

2020

ABR

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The purpose of this research is to examine Generation Z’s unmet expectations and work-related boredom and its impact on their intention to quit. The study investigates the moderating role of the supervisor support in the relationship between work-related boredom and intention to quit. This research advances the understanding of the adverse effects of employees' unmet expectations and work-related boredom. Generation Z joins the organizations with unrealistic expectations of work that, in turn, promote lower levels of commitment and higher turnover, and therefore warrants more research. Data were collected from 336 Generation Z respondents working in the information technology industry. The data were analyzed using least square regressions and bootstrapping techniques. The findings confirm that supervisor support moderates the relationship between work-related boredom and employees’ intention to quit such that if the degree of supervisor support is higher, then the relation is weaker. HRM practitioners need to be candid in explaining the job description and job specifications during the interview; more importantly, organizations need to address the expectations even before they are hired. The findings indicate that high supervisor support buffers the adverse effects of unmet expectations and work-related boredom. The study suggests that coaching could be an effective tool to support Generation Z’s aspirations and well-being in the workplace. Therefore, organizations should make coaching a key element in the organization’s culture and part of a manager's job.

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Supervisor support and work engagement of hotel employees in Malaysia

Cited by 60 publications

References 73 publications

An application of work engagement in the job demands–resources model to career development: Assessing gender differences

An application of work engagement in the job demands–resources model to career development: Assessing gender differences

Transfer of Self-Leadership Skills Within the Dutch Police: a Three-Wave Study

Examining the Role of Supervisor Support on Generation Z's Intention to Quit

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