The role of group-level perceived organizational support and collective affective commitment in the relationship between leaders’ directive and supportive behaviors and group-level helping behaviors

Tremblay, Manon; Gaudet, Marie‐Claude; Vandenberghe, Christian

doi:10.1108/pr-06-2017-0172

Cited by 32 publications

(50 citation statements)

References 104 publications

(174 reference statements)

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“…The finding of this investigation endorses that there is a positive relationship between organizational support and employee engagement, which supports hypothesis H2b. Tremblay, Gaudet [ 79 ] examined 115 business units of an international retailer, and the findings of their research showed that organizational support is positively linked to employee engagement. These findings are also supported by organizational support theory [ 53 ].…”

Section: Discussionmentioning

confidence: 99%

How Toxic Workplace Environment Effects the Employee Engagement: The Mediating Role of Organizational Support and Employee Wellbeing

Rasool

Wang

Tang

et al. 2021

IJERPH

258

149

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This study explores the effects of a toxic workplace environment (TWE) on employee engagement (EE). Building on conservation of resources (COR) theory and organizational support theory (OST), this study proposed a research model. In this research model, a toxic workplace environment negatively affected employee engagement, directly and indirectly, through organizational support (OS) and employee well-being (EW). In this study, we used a quantitative research approach, and data were collected from 301 workers employed in the small and medium-size enterprises of China. To estimate the proposed relationships of the research model, we used partial least squares structural equation modeling (PLS-SEM 3.2.2). The results of this study confirmed that a toxic workplace environment has a negative impact on employee engagement. Moreover, the findings of this research confirm that organizational support and employee well-being significantly mediate a toxic workplace environment and employee engagement. The conclusions of this study are as follows: First, the direct relationship between a toxic workplace environment and employee engagement confirms that if employees are working in a toxic environment, they will spread negative feelings among other co-workers. The feelings that come with a toxic workplace environment, i.e., harassment, bullying, and ostracism, can be detrimental and lead to unnecessary stress, burnout, depression, and anxiety among the workers. Second, employee well-being will affect employee behaviors that enhance employee engagement with the work as well as with the organization. Third, organizational support also increases employee engagement with the work as well as with the organization. So, it is also confirmed that when workers perceive the support from the organization, their sense of belonging to the organization is strengthened.

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Section: Discussionmentioning

confidence: 99%

How Toxic Workplace Environment Effects the Employee Engagement: The Mediating Role of Organizational Support and Employee Wellbeing

Rasool

Wang

Tang

et al. 2021

IJERPH

258

149

View full text Add to dashboard Cite

show abstract

“…Regarding TAC, previous research has aggregated team identification to examine its effect on team performance (Kearney & Gebert, 2009). For example, Tremblay et al (2019) aggregated affective commitment (e.g., “I feel like part of the family at my organization”) to the group level in order to examine group-level perceived organizational support as a mediator between leadership and affective commitment. The aggregation is based on a rationale that TAC represents teachers’ psychological bond to their school.…”

Section: Methodsmentioning

confidence: 99%

From Principals to Teachers to Students: Exploring an Integrative Model for Predicting Students’ Achievements

Qadach

Schechter

Da’as

2020

Educational Administration Quarterly

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Purpose: This study explored a theoretical model proposing direct and mediated effects for principals’ characteristics—principals’ information-processing mechanisms (PIPMs) and instructional leadership (IL)—with organizational learning mechanisms (OLMs), for schools’ OLMs with teachers’ characteristics—teachers’ affective commitment (TAC), collective teacher efficacy (CTE), and teachers’ job satisfaction (TJS)—and finally, for teachers’ characteristics with students’ achievements on national math and science tests. Design: Data were collected from a multisource survey of a random sample of 130 elementary school principals representing Israel’s full socioeconomic range, 1,700 teachers from those schools, as well as data on those schools retrieved from the Ministry of Education data set. Data were aggregated at the school level for structural equation modeling (SEM) analysis. Findings: Analysis from SEM confirmed that IL emerges as a prominent mediator between PIPMs and OLMs. OLMs emerged as a prominent mediator between IL and the three teachers’ characteristics. TAC and CTE were significantly directly related to students’ math and science achievements. Finally, OLMs promoted students’ math and science achievements only through CTE. Implications: The relationships found for both principal characteristics (PIPMs and IL) with OLMs in schools highlight principals’ potentially important role in promoting collective learning within schools through utilization of OLMs, which can predict critical teacher characteristics (TAC, CTE, TJS), which in turn can predict school effectiveness measures (i.e., students’ achievements).

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“…Committed employees will show more productive behavior and will surpass the supervisor's expectations (Yousef, 2000). Literature suggests that some researchers have found a more significant relationship between procedural justice and OC (Astuti & Ingsih, 2019;Mete & Sökmen, 2019;Tremblay, Gaudet, & Vandenberghe, 2019). While others have claimed that distributive justice has a more significant relationship with OC (Imamoglu, Ince, Turkcan, & Atakay, 2019;Jang, Lee, & Kwon, 2019).…”

Section: Organizational Commitment As Mediatormentioning

confidence: 99%

Organizational Justice and Employee Sustainability: The Mediating Role of Organizational Commitment

Fatima¹,

Izhar²,

Kazmi³

2020

SJOM

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Purpose- The primary purpose of the study is to determine the impact of organizational justice (OJ) on employee sustainability. Along with that, it also describes how organizational commitment mediates this direct relationship. This study includes all dimensions of OJ which are distributive, procedural and interactional (interpersonal & informational) within the context of a developing country (Pakistan). Design/Methodology- This study has considered employees working in the banking sector of Pakistan. Two hundred ten questionnaires were received back from employees. Regression analysis was used to analyze direct relationships between variables, while smart partial least squares (PLS) were used for mediation analysis. Findings- Results demonstrated that all hypothesis were accepted and it was also confirmed that organizational commitment (OC) mediates the direct relationship between OJ and employee sustainability (ES). Originality/value- Multidimensional construct of organizational justice was tested in this study, in the context of a developing country (Pakistan), to address the research gap.

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The role of group-level perceived organizational support and collective affective commitment in the relationship between leaders’ directive and supportive behaviors and group-level helping behaviors

Cited by 32 publications

References 104 publications

How Toxic Workplace Environment Effects the Employee Engagement: The Mediating Role of Organizational Support and Employee Wellbeing

How Toxic Workplace Environment Effects the Employee Engagement: The Mediating Role of Organizational Support and Employee Wellbeing

From Principals to Teachers to Students: Exploring an Integrative Model for Predicting Students’ Achievements

Organizational Justice and Employee Sustainability: The Mediating Role of Organizational Commitment

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