Organizations and supervisors as sources of support and targets of commitment: a longitudinal study

The main objective of this study was to examine the relationship between perceived support and affective commitment, and the linkages between these constructs and some of their common antecedents and consequences. More precisely, using a sample of 238 employees, we conducted a longitudinal study to examine the linkages between the favorableness of intrinsically and extrinsically satisfying job conditions, perceived organizational support, perceived supervisor support, affective commitment to the organization and supervisor, and turnover. Affective commitment to the supervisor was found to completely mediate the effect of perceived supervisor support on turnover, whereas neither perceived organizational support nor organizational affective commitment were significantly related to turnover. Perceived organizational support partially mediated the effect of favorable intrinsically satisfying job conditions on organizational affective commitment and fully mediated the effect of extrinsically satisfying job conditions on organizational affective commitment. Finally, perceived supervisor support totally mediated the effect of favorable intrinsically satisfying job conditions on affective commitment to the supervisor. As a whole, findings suggest that exchange relationships between employees and their supervisors should be further investigated in future turnover research. Copyright © 2003 John Wiley & Sons, Ltd.     

Are “job hoppers” trapped in hedonic treadmills? Effects of career orientations on newcomers' attitude trajectories

Joining a new organization to change jobs is an influential event in an employee's career. Thus, inter-organizational job changes have sparked growing scholarly interest, especially in the temporal dynamics involved in detaching from organizations and adapting to new ones. While it is widely accepted that employees adapt differently to job changes, the influence of employees' career orientations on changes in job attitudes has not yet been considered. This is surprising given that a key difference between self-centered and organization-centered career orientations is a positive attitude toward job changes. Building on hedonic adaptation, we examined how career orientations influence changes in job satisfaction and turnover intention throughout a job change. We compared self-centered and organization-centered employees using random coefficient modeling on two longitudinal data sets with voluntary job changers. Our results illustrate that self-centered career orientations foster a stronger decline in job satisfaction with the new employer, as well as a larger increase in turnover intention, than organization-centered career orientations. In contrast, employees with organization-centered career orientations experienced an upward trend in job satisfaction toward the end of the first year. Our findings offer important implications for research on the determinants of job attitude trajectories when individuals join a new organization.     

Employee attitudes toward working with computers

This paper presents a theoretical analysis and empirical observations about the correlates of employees' attitudes toward working with computers. A measure of attitudes toward working with computers was developed and tested on a sample of 284 white collar employee from three manufacturing organizations. The expected structure of 'positive' attitudes and 'negative' attitudes (concerns) about working with computers was confirmed. Following a review of the related literature five hypotheses were proposed. Use of computers and job involvement were predicted to be positively related to attitudes toward computers. And levels of job involvement were expected to moderate the relationship between usage of computers on the job and attitudes toward computers. Both hypotheses were confirmed, although different dynamics were observed with positive attitudes than with concerns. It was found that employees who use a computer to support their work hold more positive attitudes than employees who report very limited use of the computer. And employees who are highly involved in their jobs, or committed to their organization typically reported lesser concern about working with computers than employees at a low level of job involvement. Moreover, a significant interaction was observed between job involvement and usage of computers in their relationship to attitudes toward working with computers. Further directions for research and theory development are suggested.     

How retirees work: predictors of different types of bridge employment

Employment after retirement, known as bridge employment, is expected to occur more frequently because the baby boom generation will increase the number of retirees. Little is known about which employees will obtain which type of bridge employment when they retire, even though it has important implications. The present study examined work‐related attitudes, job characteristics, and work‐related accomplishments of 171 retirees in order to predict whether they would fully retire or take one of two types of bridge jobs after retirement: Career‐consistent bridge jobs or bridge jobs in fields different from their original career. Continuity theory of retirement helped predict post‐retirement employment type. Retirees who had skills specifically related to their career job were more likely to work in a career‐related bridge job than either to fully retire or to take a bridge job that was not related to their careers; retirees who formerly held career jobs with intrinsically motivating job characteristics were more likely to take a career‐related bridge job than to retire fully, and retirees who had experienced work strain in their career job were more likely to take a bridge job not related to their former career than to take a career bridge job. Copyright © 2008 John Wiley & Sons, Ltd.     

Management commitment to safety as organizational support: relationships with non-safety outcomes in wood manufacturing employees

INTRODUCTION: Employee perceptions of management commitment to safety are known to influence important safety-related outcomes. However, little work has been conducted to explore non-safety-related outcomes resulting from a commitment to safety. METHOD: Employee-level outcomes critical to the effective functioning of an organization, including attitudes such as job satisfaction and commitment to the organization, were included on surveys given to 641 hourly production employees at three wood products manufacturing facilities. Participants' were asked about perceptions of management commitment to safety and job-related variables such as perceived dangerousness of their position, organizational commitment, and withdrawal behaviors. Supervisors also rated the performance of each of their hourly subordinates. RESULTS: Results suggest that employee outcomes differ based on perceptions of management's commitment to safety. Specifically, management commitment to safety was positively related to job satisfaction, organizational commitment, and job-related performance. We also found a negative relationship between commitment to safety and employee withdrawal behaviors. CONCLUSIONS: Our results suggest that increasing employee perceptions of management's personal concern for employee well-being through a dedication to safety will result in positive outcomes beyond improved safety performance. These results also imply that there is a type of social exchange between employees and management that may affect employees similarly to perceived organizational support. IMPACT ON INDUSTRY: Results further reinforce the value of a commitment to safety by a firm's management. Organizations with a strong commitment to safety may enjoy not only a reduction in safety-related events but also increases in desirable employee attitudes and behaviors.     

Religion and attitudes toward work: A new look at an old question

This study examined the relationship of specific religions and degree of religious beliefs to various job-related attitudes and values such as motivational needs, job satisfaction, work ethic, and work, job and organizational commitment. Subjects were 222(107 male, 115 female) managerial and non-managerial workers in the Rocky Mountain area. Results showed no significant correlations between work-related altitudes and specific religious affiliation or degree of religious conviction. However, religious conviction was significantly finked to organizational rank, with non-managerial employees reporting a higher degree of religious conviction than managerial employees. Protestant workers scored higher in Protestant Work Ethic than did non-Protestants and persons with no religious affiliation had higher need for Power than Protestants, Catholics or affiliates of Eastern religions.     

Perceived social impact,social worth,and job performance: Mediation by motivation

This study was designed to test the relationship between perceived social impact, social worth, supervisor‐rated job performance (1 month later), and mediating effects by commitment to customers and work engagement. The hypotheses were tested with structural equation modeling analysis in a field study with 370 customer‐service employees from bank, retail, and sales positions. Results confirm that perceived social impact is associated with better job performance and that this relationship is mediated by work engagement. Furthermore, results support a second mediating mechanism in which perceived social impact and social worth are associated with engagement through affective commitment to customers. Finally, it was found that engaged employees are rated as better performers by supervisors 1 month later. This study supports the motivational approach to performance and highlights the role that interactions with customers may play in motivating service employees. Practical implications are discussed by highlighting the need to consider the social dynamics in service contexts. Copyright © 2015 John Wiley & Sons, Ltd.     

Drivers of freelance career success

Recent evidence shows that the frequently proclaimed collapse of the traditional career model is actually not supported by job tenure data. This paper argues that the observed stability of job tenure might be explained by an increasing number of shamrock organizations. This organizational form has three types of workers: core employees, professional freelancers, and routine workers. In such an organization, two very different career models coexist. The organization largely determines the career of the core employee, whereas the individual essentially shapes that of the professional freelancer. This paper studies extensively the career of this second group: the professional freelancer, a growing phenomenon in many developed countries but not yet the focus of many career studies. We develop a freelance career success model on basis of the intelligent career framework augmented by insights from literature on entrepreneurship. Data are from a web survey with responses from about 1600 independent professionals in the Netherlands, in combination with 51 in‐depth interviews. We provide two main contributions. First, we report findings from the first large‐scale quantitative study into freelance career success. Second, this study enhances our understanding of the success of the modern career by building bridges between career and entrepreneurship literatures. We conclude that the external environment in which an individual freelancer operates is the most important factor determining career success. The study therefore suggests that more work needs to be performed on the relationship between the environment and individual career success. Copyright © 2012 John Wiley & Sons, Ltd.     

Managing the career deal: the psychological contract as a framework for understanding career management,organizational commitment and work behavior

This paper reports the findings of a study that investigated the relationship between different kinds of career management activities, the psychological contract, and outcomes of psychological contract fulfillment. The study tested a series of linked hypotheses which propose that individual career management behavior is associated with the experience of organizational career management help, which is related to fulfillment of the psychological contract. Fulfillment of the psychological contract in turn is linked to organizational commitment and is associated with behaviors at work, including absenteeism, turnover, and independent ratings of job performance. The findings provide some support for these proposed links. As a result, the paper makes four contributions to the psychological contract and careers literature: first, it shows that both individual and organizational career management behaviors are linked to psychological contract fulfillment; second, organizational career management help is associated with affective commitment and job performance; third, psychological contract fulfillment plays a key role in mediating the relationship between career management help and such attitudes and behaviors; and fourth, organizational commitment may mediate between psychological contract fulfillment and individual career management behavior aimed at furthering the career outside the organization. Copyright © 2005 John Wiley & Sons, Ltd.     

The effect of turnover on work satisfaction and mental health: Support for a situational perspective

This study finds support for the situational approach to affect determination in a prospective, two-year longitudinal field study. Specifically, turnover was shown to predict changes in subsequent job measures of work satisfaction and mental health. Employees who changed jobs and occupations showed greater increases in both work satisfaction and mental health than employees who only changed jobs or employees who remained in their initial positions. Further research directions are introduced.     

What matters for work engagement? A diary study on resources and the benefits of selective optimization with compensation for state work engagement

This diary study addresses the benefits of employees' daily use of selective optimization with compensation (SOC) for state work engagement. We hypothesized that day‐level SOC not only directly fosters work engagement but that SOC also reveals its beneficial effects for work engagement in interaction with both external and internal resources. Specifically, we proposed SOC substitutes for job control, role clarity, and state of being recovered, thus helping employees manage low daily levels of these resources. We tested our hypotheses with a sample of 138 employees who completed two daily surveys over a total of 545 workdays. Results of multilevel analyses revealed that SOC benefits work engagement in both proposed ways. First, day‐level SOC was positively related to state work engagement. Additionally, day‐level role clarity and state of being recovered predicted state work engagement, but day‐level job control did not. Second, SOC benefitted state work engagement by offsetting low levels of role clarity and being recovered, and by boosting job control in their respective relationships with work engagement. The results suggest that by using SOC at work, employees can actively enhance their own work engagement on a given workday. This knowledge provides promising starting points for the development of interventions.     

Making safety training stickier: A richer model of safety training engagement and transfer

Introduction: Compared to other types of occupational training, safety training suffers from several unique challenges that potentially impair the engagement of learners and their subsequent application or “transfer” of knowledge and skills upon returning to the job. However, existing research on safety training tends to focus on specific factors in isolation, such as design features and social support. The aim of this research is to develop an overarching theoretical framework that integrates factors contributing to training engagement and transfer. Method: We conducted a comprehensive qualitative review of safety training research that was published between 2010 and 2020. We searched Web of Science, Scopus, and Google Scholar, yielding 147 articles, and 38 were included. We content analyzed article summaries to arrive at core themes and combined them with contemporary models of general occupational training to develop a rich model of safety training engagement and transfer. Results: We propose that training engagement is a combination of pre-training factors such as individual, organizational, and contextual factors, that interact with design and delivery factors. Safety training engagement is conceptualized as a three-component psychological state: affective, cognitive, and behavioral. Organizations should prioritize pre-training readiness modules to address existing attitudes and beliefs, optimize the safety training transfer climate, and critically reflect on their strategy to design and deliver safety training so that engagement is maximized. Conclusions: There are practical factors that organizations can use before training (e.g., tailoring training to employees’ characteristics), during training (e.g., ensuring trainer credibility and use of adult learning principles), and after training (e.g., integrating learned concepts into systems). Practical Applications: For safety training to ‘stick,’ workers should be affectively, cognitively, and behaviorally engaged in learning, which will result in new knowledge and skills, improvements in attitudes, and new safety behaviors in the workplace. To enable engagement, practitioners must apply adult learning principles, make the training relevant, and tailor the training to the job and individual needs. After training, ensure concepts are embedded and aligned with existing systems and routines to promote transfer.     

Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees

Retention of new hires is a critical issue for organizations. We propose that relationships are important mechanisms through which socialization tactics influence commitment and turnover. The key theoretical mechanisms connecting socialization tactics to turnover in our model are the extent to which newcomers perceive their relationship with the organization as supportive, caring, and entailing positive social exchanges and the extent to which newcomers become embedded within the organization. We collected longitudinal data from over 500 employees over the first year of employment. Consistent with our hypotheses, socialization tactics influence perceived organizational support (POS) and job embeddedness, and POS and embeddedness both relate to organizational commitment and voluntary turnover. Results support POS and embeddedness as relational mechanisms that bind employees to the organization as a result of socialization tactics. Copyright © 2012 John Wiley & Sons, Ltd.     

A cross-cultural application of a career planning model

Data obtained from a sample of technical, professional and administrative/managerial employees (N = 214) in Singapore were used to examine the cross-cultural generalizability of a version of Gould's career planning model. The recursive model depicts the mechanisms through which career planning affects career behavior (career strategy) and attitudes (career satisfaction, self-esteem at work and career commitment) and thereby reinforce the career planning function. Path analysis results of the four structural equations provided modest support for the hypothesized relations. In addition to the hypothesized relations, the results revealed some significant direct paths that were not hypothesized. Limitations of the study, implications of the findings and a direction for future studies are discussed.     

Antecedents and outcomes of contingent workers' attitudes toward their temporary help services firm: A unit level longitudinal investigation

This study explored the unit‐level antecedents and outcomes of contingent workers' attitudes toward their temporary help services (THS) firm. It was proposed that (a) client‐orientation levels of the THS firm's full‐time staff would influence the level of support received by contingent workers, (b) staff supportiveness would be reciprocated by these workers in the form of favorable firm‐directed attitudes, and (c) contingent workers' attitudes toward the THS firm would influence two unit‐level outcomes—client reported service failure, and voluntary turnover rates of THS staff. Support was found for all the hypothesized relationships in a longitudinal study utilizing survey data gathered from 1324 full‐time employees, 570 contingent workers, and 1951 clients; and archival data on staff turnover from 46 strategic business units (SBUs) of a THS firm. These results are discussed within the context of employee–organization relationship (EOR), contingent workforce, and service management literatures. Copyright © 2010 John Wiley & Sons, Ltd.     

Safety climate dimensions,leader–member exchange,and organizational support as predictors of upward safety communication in a sample of rail industry workers

The freedom employees feel to communicate safety concerns with their supervisors, termed upward safety communication, has been shown to be related to adverse safety events (Hofmann and Morgeson, 1999). Research to date has demonstrated that good supervisor–employee relationships (leader–member exchange), a sense that the organization values an employee (perceived organizational support) and safety climate (including perceived management attitudes toward safety, job demands interfering with safety, and pressure from coworkers to behave safely) all contribute to employees’ comfort in bringing up safety issues with their supervisors. However, little is known about which specific dimensions of safety climate are most predictive of upward safety communication. Using a sample of 548 railway workers, we found that when all factors were considered simultaneously using dominance analysis, the dominant factor predicting upward safety communication was perceived management attitudes toward safety, followed by job demands interfering with safety and then leader–member exchange. Implications for research and practice are discussed.     

The influence of age on the associations between HR practices and both affective commitment and job satisfaction: A meta-analysis

Research on the association between high commitment Human Resource (HR) practices and work-related outcomes at the individual level rarely focuses on age differences. To fill this knowledge gap, a meta-analysis has been conducted to examine how the relationships between the availability of high commitment HR practices, as perceived by employees, and affective commitment and job satisfaction change with age. Drawing on Selection, Optimization, and Compensation (SOC) theory and on Regulatory Focus theory, we identify a bundle of maintenance HR practices and a bundle of development HR practices, and hypothesize that the association between maintenance HR practices and work-related attitudes strengthens with age, and that the association between development HR practices and work-related attitudes weakens with age. Our meta-analysis of 83 studies reveals that, in line with social exchange and signaling theories, employees' perceptions of HR practices are positively related to their work-related attitudes, and that calendar age influences this relationship largely as expected. These results are discussed in light of the above mentioned theories. Copyright © 2009 John Wiley & Sons, Ltd.     

Maturation of work attitudes: Correlated change with big five personality traits and reciprocal effects over 15 years

As employees grow older, do their attitudes regarding work change over time? Can such long‐term changes be understood from a personality development perspective? The present study addressed these fundamental questions by tracking 504 young professionals' work attitudes (i.e., job satisfaction and work involvement) and Big Five personality traits over the first 15 years of their professional career. We specifically investigated whether trait changes drive peoples' changing attitudes, a mechanism we called maturation of work attitudes. Latent change models first indicated significant associations between traits and attitudes at the beginning of the career, and mean‐level changes in Big Five traits (i.e., increases in Agreeableness and Conscientiousness and decreases in Neuroticism) in the direction of greater functional maturity. Although no significant mean‐level changes in work attitudes were observed, results regarding correlated change indicated that variability in attitude change was related to variability in trait change and that this indeed signaled a maturational process. Finally, reciprocal effect estimates highlighted bidirectional relations between personality and attitudes over time. It is discussed how these results (i) provide a better understanding of potential age effects on work‐related attitudes and (ii) imply a revision of the traditional dispositional approach to attitudes. Copyright © 2013 John Wiley & Sons, Ltd.     

Are older workers more active copers? Longitudinal effects of age‐contingent coping on strain at work

This study addresses coping processes as explanation of age‐related differences in strain experience. Based on the life‐span theory of control, we posit that older workers employ more active problem‐focused and more active emotion‐focused coping strategies than younger workers, which should mediate age effects on strain at work. The correlation between age and passive avoidance coping, in contrast, is expected to be qualified by external resources such as job control. Hypotheses were tested in a two‐wave panel study (8 months lag) with 634 workers (age range 16–65 years). Job demands were considered as control variables. As predicted, older as compared with younger workers reported more active problem‐focused coping, which mediated age differences on strain in the longitudinal analysis. No mediation was found for active emotion‐focused coping. Moreover, age‐contingent effects of passive avoidance coping were moderated by job control. When job control was low, younger as compared with older workers reported more avoidance coping, which in turn decreased strain in the longitudinal analysis. Finally, reverse longitudinal effects of age‐contingent strain on active problem‐focused and active emotion‐focused coping provide initial evidence for age‐contingent resource spirals. Together, the results reveal specific strengths of older workers for stress management at work. Copyright © 2015 John Wiley & Sons, Ltd.     

Understanding organizational embeddedness and career success: Who and what you know

Integrating job embeddedness theory with the sponsored and contest mobility perspectives, we developed and tested a model linking organizational embeddedness with two indicators of career success within the organization (promotion and career satisfaction), via the mediating roles of employees' organizational sponsorship network and job-related human capital development. Data from 188 employees and their supervisors over a 1-year period showed that, after controlling for employees' initial levels of career satisfaction and job performance, only job-related human capital development transmitted the positive effects of organizational embeddedness on promotion and career satisfaction. Supplemental analyses revealed that organizational sponsorship network's positive effects on promotion and career satisfaction were transmitted indirectly, via job-related human capital development. Our findings illustrate the importance of integrating sponsored and contest mobility perspectives and contribute to research on organizational embeddedness by extending its outcomes to include career success within the organization and specifying the process through which organizational embeddedness is related to career success within the organization.