Treating employees well: The value of organizational support theory in human resource management.

Shanock, Linda R.; Eisenberger, Robert; Heggestad, Eric D.; Malone, Glenn P.; Clark, Laura; Dunn, Alexandra M.; Kirkland, Jordan E.; Woznyj, Haley M.

doi:10.1037/mgr0000088

Cited by 54 publications

(48 citation statements)

References 49 publications

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“…Given our study represents an investigation of a nascent area within OST, there are ample opportunities to build on our findings. OST can help identify other variables that might be theoretically relevant to fluctuations in POS, like satisfaction with one's leader or events/decisions that convey organizational justice (Kurtessis et al , 2017; Shanock et al , 2019). Temporary shifts in POS may also affect decisions to engage in day-to-day behaviors such as helping, productivity, or thoughts of quitting due to the norm of reciprocity (Eisenberger et al , 1986).…”

Section: Discussionmentioning

confidence: 99%

The role of events and affect in perceived organizational support: a within-person approach

Woznyj

Shanock

Heggestad

et al. 2021

JMP

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PurposeThe purpose is to understand how affective events employees experience at work, and emotions those events elicit, influence within-person fluctuations in perceived organizational support (POS). The authors explore the possibility of socioemotional needs as a boundary condition of the effects. They integrate affective events theory with organizational support theory to develop their arguments.Design/methodology/approachUsing a diary study method, 55 working adults responded to three surveys per day for ten days (876 total datapoints).FindingsThe results suggest POS fluctuates daily. Furthermore, workplace affective events are significantly related to discrete emotions (happiness and anger), which are significantly related to fluctuations in POS. Indirect effects were generally stronger when socioemotional needs were high compared to low, though the moderation was not statistically significant.Research limitations/implicationsThe authors extend organizational support theory by integrating affective events theory; they highlight the role of affective events and transient emotion in relation to momentary changes in POS and explore socioemotional needs as a moderator of those relationships.Practical implicationsOrganizations can be mindful of employees' daily experiences when considering how to foster POS; minimizing negative affective events and maximizing supportive affective events may enhance POS.Originality/valueThis study is the first to consider predictors of short-term fluctuations in POS. Moreover, the authors integrate affective events and discrete emotions to consider the role of affect in organizational support theory.

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Section: Discussionmentioning

confidence: 99%

The role of events and affect in perceived organizational support: a within-person approach

Woznyj

Shanock

Heggestad

et al. 2021

JMP

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“…Environmental training provided to an employee by the organization was evaluated using eight items modified from Cantor et al (2012). Six items were modified from the Cantor et al (2012), Shanock et al (2019) and Nazir et al (2019) to measure the rewards provided by the organization for environmental behaviours. Based on Shanock et al (2019) and Eisenberger et al (2019), nine items were modified for assessing employee perception of organizational support for environmental behaviours.…”

Section: Methodsmentioning

confidence: 99%

“…Six items were modified from the Cantor et al (2012), Shanock et al (2019) and Nazir et al (2019) to measure the rewards provided by the organization for environmental behaviours. Based on Shanock et al (2019) and Eisenberger et al (2019), nine items were modified for assessing employee perception of organizational support for environmental behaviours. Environmental work culture was measured using six items adapted from Iranmanesh et al (2019).…”

Section: Methodsmentioning

confidence: 99%

Predicting employees’ engagement in environmental behaviours with supply chain firms

Amin

Zailani

Rahman

2020

MRR

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Purpose The aim of this study is to investigate the employee perceptions of organizational support for environmental behaviours and its impact on innovative environmental behaviours and frequency of involvement in upstream oil and gas supply chain management. The study also examines a new area where environmental work culture has been introduced as a facilitator on the relationship between employees’ perceptions and engagement in supply chain management. Design/methodology/approach Self-administered questionnaires were used for collecting data from supply chain managers in production arrangement contractor and service provider company in Kuala Lumpur. Partial least squares was used for data analysis. Findings The findings reveal that supervisory support for environmental initiatives and environmental training is positively related to employees’ perception of organizational support for environmental behaviours, while rewards provided by the organization for environmental behaviours are not associated with it. The employees’ perceptions of organizational support for environmental behaviours have a significant impact on employees’ engagement in environmental behaviours in both forms of employees’ frequency of involvement and employees’ innovative environmental behaviours. The findings also show that environmental work culture moderates positively the impacts of organization’s support practices (supervisory support for environmental initiatives and rewards provided by the organization for environmental) on employees’ perception of organizational support for environmental behaviours. Originality/value The study critically examines the possible impact of enablers of engagement in environmental behaviours and how employees’ perceptions of organizational support reflect their engagement towards environmental behaviours of the organizational practices. The findings are useful for supply chain management practitioners in terms of exerting environmental behaviours and facilitating employees’ environmental behaviours in the upstream oil and gas supply chain management sector.

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“…It described that employees' behavior is dependent on fair treatment in the organization. After perceiving the level of fair treatment and judgments, employees decide either to think and behave prosaically or to safeguard their self-interests (Shanock et al, 2019;Shin et al, 2015). Based on this theory, the study hypothesized that justice and fairness in the appraisal system lead employees to positive organizational behaviors (WE, OCB, job performance).…”

Section: Supporting Theorymentioning

confidence: 99%

Investigating the Impact of Performance Appraisal Justice on Job Performance and Ocb of Employees: Path Through Work Engagement

Jabeen

Khan

Ellahi

et al. 2021

HSSR

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Purpose of the study: The study intends to find the interaction of Performance Appraisal Justice (PAJ) and work engagement (WE) to predict employee job performance (JP) and organizational citizenship behaviour (OCB) under the umbrella of fairness heuristic theory (JHT) and social exchange theory (SET). Methodology: Hypotheses testing was done using linear regression data on the data set of 325 respondents. The results are significant and indicated that Justice in the performance appraisal system is positively related to employee outcomes (OCB and job performance) with mediating effect of work engagement. Main Findings: Interaction between exogenous, endogenous, and intervening variables suggests that there is a positive relationship between PAJ and WE and WE mediate the relationship between PAJ and OCB and PAJ JP. In the organizational setting of Pakistan, this study addresses PAJ and its important outcomes which are beneficial for the organization’s effective outcomes. Applications of this study: This study throws light on the management, organizational, and administrative sciences literature, especially the human resource, organizations, and industrial behavior perspective. Administrators and human resource managers can apply the findings of this study. The study can be applied to both the public and private sectors. Originality/Novelty: Pakistani organizations have high collectivism, uncertainty avoidance and power distance, centralization, bureaucracy, and authority in organizations. Therefore, this study has proved some prominent outcomes as compared to countries with a more constant climate. The study sheds light on very important aspects of workplace behavior such as justice, work engagement, OCB, and performance with a particular focus on developing countries.

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Treating employees well: The value of organizational support theory in human resource management.

Cited by 54 publications

References 49 publications

The role of events and affect in perceived organizational support: a within-person approach

The role of events and affect in perceived organizational support: a within-person approach

Predicting employees’ engagement in environmental behaviours with supply chain firms

Investigating the Impact of Performance Appraisal Justice on Job Performance and Ocb of Employees: Path Through Work Engagement

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