2017
DOI: 10.1080/09585192.2017.1298650
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The interactive effects of organizational and leadership career management support on job satisfaction and turnover intention

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Cited by 45 publications
(57 citation statements)
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References 59 publications
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“…On one hand, this means that school administrations adopt procedures and regulations such as promotion and development opportunities and, on the other hand, that supervisors use these procedures and regulations when discussing employee performance and development and matching employee career wishes with the career opportunities available (De Vos, Dewettinck, and Buyens 2009). Therefore, organizational career management, as delivered by school administration in the form of rules and procedures, and organizational career management as implemented by supervisors in the form of 'supervisor career support', are regarded as two different constructs (see also De Oliveira, Cavazotte, and Alan Dunzer 2017). The way daily supervisors make sense of policy and rules may vary.…”
Section: Organizational Career Management and Career Self-managementmentioning
confidence: 99%
“…On one hand, this means that school administrations adopt procedures and regulations such as promotion and development opportunities and, on the other hand, that supervisors use these procedures and regulations when discussing employee performance and development and matching employee career wishes with the career opportunities available (De Vos, Dewettinck, and Buyens 2009). Therefore, organizational career management, as delivered by school administration in the form of rules and procedures, and organizational career management as implemented by supervisors in the form of 'supervisor career support', are regarded as two different constructs (see also De Oliveira, Cavazotte, and Alan Dunzer 2017). The way daily supervisors make sense of policy and rules may vary.…”
Section: Organizational Career Management and Career Self-managementmentioning
confidence: 99%
“…Adanya dukungan organisasi yang dirasakan karyawan dapat membantu mereka menekan potensi stres terkait pekerjaan. Selanjutnya, hasil penelitian ini juga selaras dengan penelitian sebelumnya yang menemukan adanya hubungan signifikan dan positif antara POS dan kepuasan kerja (Saputra dkk., 2016;Jawahar & Hemmasi, 2015;Colakoglu dkk., 2010;Günay, 2017;Al-Hussami, 2008;Rai, 2017;Oliveira, 2017, Gillet dkk., 2013, Alcover dkk., 2018, dan Zumrah & Boyle, 2015. Di samping dapat menekan potensi munculnya stres, persepsi karyawan terkait adanya dukungan organisasi dapat meningkatkan kepuasan kerja mereka.…”
Section: Tabel 2 Mean Standar Deviasi and Korelasiunclassified
“…The interface between organizational change processes and its effects on employees' has called the attention of many relevant works conducted in the psychosocial arena (Lazarus & Folk man, 1984;Cox, Griffiths & Rail-Gonzalez, 2000;Simmer, 2003;Landsbergis, Schnall, Belkic, Baker, Schwartz & Pickering, 2011, among others). At the same time, there is a need to further study the impact of stress psychosocial risk factors in changing workplaces on employees (Bendassolli, Coelho-Lima, Carlotto, Nussle & Ferreira, 2015;Murray & Ali, 2017;Oliveira, Cavazotte & Dunzer, 2017).…”
Section: Psychosocial Risk Factors In the Workplacementioning
confidence: 99%
“…This situation can cause them to mobilize their coping and buffer strategies to face stress in a context of organizational change. In facilitating this process, protective factors involved in situations of psychosocial stress emerge as an effective means to manage the changing workplace (Krohne, 2001;Bendassolli, Coelho-Lima, Carlotto, Nussle & Ferreira, 2015;Oliveira, Cavazotte & Dunzer, 2017).…”
Section: Psychosocial Risk Factors In the Workplacementioning
confidence: 99%
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