With a little help from my colleagues: A social embeddedness approach to perceived organizational support

We examined the role of social embeddedness in creating positive perceptions of organizational support among managerial and staff employees (n = 72) of a large manufacturing firm. We operationalized social embeddedness as the size, density, and quality of employees' networks of multiplex, reciprocated exchange relationships with colleagues. After controlling for support from supervisors and upper management, we found all three aspects of social embeddedness to be associated with perceived organizational support (POS). This research suggests that in addition to the top‐down influence of the organizational hierarchy, POS results from the organizational community within which employees are embedded through their social network in the workplace. Copyright © 2011 John Wiley & Sons, Ltd.     

Perceived organizational support and perceived safety climate from the perspective of safety professionals: Testing reciprocal causality using a cross-lagged panel design

Introduction: The objective of this study was to determine the reciprocal relationship between safety professionals perceived organizational support (POS) and perceived safety climate. Safety professionals are most effective when they perceive support from management and employees and they also attribute most of their success to support from the organization. Their work directly improves safety climate, and organizations with a high safety climate show a higher value for the safety professional. The causal direction of this relationship is, however, unclear. Method: Using a sample of 162 safety professionals, we conducted a cross-lagged panel study over one year to examine whether safety professionals’ POS improves their perceived safety climate and/or whether safety climate also increases POS over time. Data were collected at two points and, after testing for measurement invariance, a cross-lagged SEM was conducted to analyze the reciprocal relationship. Results: Our findings show that safety professionals’ POS was positively related to perceived safety climate over time. Perceived safety climate, however, did not contribute to safety professionals’ POS. Conclusions: This study significantly adds to the discussion about the factors influencing safety professionals’ successful inclusion in organizations, enabling them to perform their work and, thus, improve occupational safety. Practical Applications: Since safety climate increases in organizations in which safety professionals feel supported, this study points out the kind of support that contributes to improved organizational safety. Support for safety professionals may come in classical forms such as approval, pay, job enrichment, and information on or influence over organizational policies.     

The supervisor POS–LMX–subordinate POS chain: Moderation by reciprocation wariness and supervisor's organizational embodiment

We present three studies providing an increased understanding of the interdependence between perceived organizational support (POS) and leader–member exchange (LMX). Using employees from a social service agency and new hires from a variety of organizations, we report evidence for a relational chain leading from supervisors' perceptions of support by the organization (supervisor POS) to the formation of high‐quality LMX relationships with their subordinates (first link), who interpret high‐quality LMX as support from the organization (subordinate POS, second link) and, ultimately, repay the organization with increased dedication and effort (examined here in terms of reduced withdrawal behavior). The relationship between supervisor POS and LMX with subordinates was strongly moderated by supervisor fear of exploitation in exchange relationships (reciprocation wariness), holding only for supervisors with low reciprocation wariness. Consistent with the view that employees perceive the organization as partly responsible for treatment received from supervisors, LMX was found to be more strongly related to POS when employees highly identified their supervisors with the organization (supervisor's organizational embodiment), and this interaction extended to reduced withdrawal behavior. Copyright © 2013 John Wiley & Sons, Ltd.     

Relationship of safety climate perceptions and job satisfaction among employees in the construction industry: the moderating role of age

This study examines the degree to which construction sector employees perceive that safety is important in their organizations/sites and how job satisfaction affects these perceptions when age is introduced as a moderator variable. Two-way analysis of variance demonstrated that job satisfaction has a strong effect on perceived management commitment to work safety and that this relationship was moderated by respondents’ age. Job satisfaction was associated with perceived accident rate and safety inspection frequency, but the proposed role of age in this linkage was not confirmed. Consequently, the findings indicated that by increasing the level of job satisfaction, perceptions of these safety climate aspects proved to be more positive. The conclusion is that these relationships could further lead to a lower percentage of accidents and injuries in the workplace and better health among employees. A significant relationship between job satisfaction, age and perceived co-workers’ commitment to work safety was not found.     

The influence of supervisor leadership practices and perceived group safety climate on employee safety performance

The current study investigates the influence of the leadership practices of first-line supervisors on the safety compliance and safety participation of the employees who work for them. Contingent reward and transformational leadership are examined under conditions of positive and non-positive group safety climate in both the manufacturing and constructions sectors. Using moderated regression models (Aguinis, 2004) results indicate that greater levels of transformational and contingent reward leadership are both associated with greater levels of safety compliance and safety participation behavior, however group safety climate moderates the leadership-safety compliance relationships. Under positive group safety climate conditions employee safety compliance behavior improves as supervisor’s leadership practices increase; under non-positive group safety compliance conditions there is no improvement in safety compliance with improvements in supervisor’s leadership practices. The results provide further support to the growing literature on the value of strong group safety climates for improving safety compliance behavior, as well as the value in improving the leadership practices of first-line supervisors.     

Job engagement,perceived organizational support,high‐performance human resource practices,and cultural value orientations: A cross‐level investigation

Drawing on social exchange theory, we developed and tested a cross‐level model of organizational‐level predictors of job engagement. Specifically, we examined the impact of high‐performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high‐performance HR practices were directly related to job engagement as well as indirectly related through employees' perceived organizational support. In turn, job engagement was positively related to in‐role performance and negatively related to intent to quit. Culture was found to act as a critical contextual factor, as our results also revealed that the relationship between HR practices and perceived organizational support was stronger when collectivism was high and when power distance orientation was low. Overall, the findings shed new light on the processes and conditions through which employee work‐related outcomes are enhanced owing to high‐performance HR practices. Copyright © 2015 John Wiley & Sons, Ltd.     

When are overqualified employees creative? It depends on contextual factors

The research on perceived overqualification has mainly examined its negative consequences. Defined, employees who feel overqualified have surplus talent and thus can be excellent workers if managed properly; yet, empirical evidence in this domain is lacking. Building on person–environment fit theory, this research explored whether, when, and how employees who feel overqualified can engage in creative performance. The results of a multi‐source field study (N = 113 employees and 19 supervisors) supported theoretical predictions. Perceived overqualification was related positively to supervisor‐rated creative performance when these workers felt supported and appreciated and successfully negotiated developmental idiosyncratic deals. Opportunities to mentor others had an impact on the relationship between perceived overqualification and supervisor‐rated creativity, although the simple slopes were non‐significant. This study is novel in that it unpacked actionable steps that organizations can utilize to motivate this large segment of workforce to use their surplus qualifications constructively by, for example, engaging in creative performance. Copyright © 2015 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.     

Employers′ knowledge of the hazard communication standard requirements and the perceived barriers to compliance

This study examined employers′ perceived knowledge of the Hazard Communication Standard (HCS) requirements prior to the inspection in which they were cited for an HCS violation. A lack of staff available to implement the HCS program was identified as having a significant impact upon compliance (p < 01). The perceived difficulty with compliance was also examined by the violations received by the organization. Those organizations cited for failing to have a written program identified a lack of staff available to implement the HCS requirements as having a greater impact upon compliance than those not cited for written program violations (p < 05). Suggested methods for improving the overall compliance with the HCS may include using the many compliance resources available through insurance companies, safety organizations, and state programs. Areas for further research include identifying the availability, use, and effectiveness of the outside safety and health compliance resources.     

Leadership and employees’ perceived safety behaviours in a nuclear power plant: A structural equation model

Leadership is considered an essential element in guaranteeing the safe running of organizations. The purpose of the present study is to find out how leader behaviours influence employees’ safety behaviours (perceived safety behaviours) in the nuclear field. In an attempt to answer this question, the authors of this research have considered the way this influence is exercised, taking into consideration some important factors like safety culture and safety climate. To achieve this, the empowerment leadership model, based on a behavioural approach to leadership, was used. The sample was made up of 566 employees from a Spanish nuclear power plant. The results indicated that when safety culture was strong, leader behaviour generated a higher safety climate among the members, which predicted their perceived safety behaviours. Support was found for a structural model linking leadership and safety behaviour to safety culture and safety climate. The implications of these findings for the theory of safety and the way they can be put into practice are outlined.     

组织支持感对建筑业农民工不安全行为的影响*

为对建筑业农民工的不安全行为进行科学有效的管理,探讨组织支持感、自我效能感与建筑业农民工不安全行为之间的关系,防止因建筑业农民工不安全行为造成的不安全事件发生,从组织行为学和计划行为学视角出发,以218名一线建筑业农民工为研究对象,通过构建结构方程模型进行实证分析。结果表明:组织支持感的3个维度均可直接对建筑业农民工的不安全行为产生负向显著影响,其中关心利益维度影响最大,工作支持维度次之;建筑业农民工的自我效能感在其组织支持感与不安全行为的负向关系中起到中介作用。     

When mentors feel supported: Relationships with mentoring functions and protégés' perceived organizational support

We surveyed full‐time employees of ongoing mentoring relationships to investigate relationships among mentors' perceived organizational support (POS), the extent of mentoring functions protégés received, and protégés' POS. Moreover, we examined the moderating role of mentors' altruistic personality in the relationship between mentors' POS and mentoring functions received. Results showed that mentors' POS was positively related to the extent of mentoring protégés reported receiving, which was then related positively to protégés' POS. Furthermore, the extent of mentoring received partially mediated the relationship between mentors' POS and protégés' POS. We also found that mentors' altruistic personality moderated the positive relationship between mentors' POS and the extent of mentoring received such that this relationship was stronger for low altruistic mentors. Theoretical and practical implications of the findings are discussed. Copyright © 2013 John Wiley & Sons, Ltd.     

The impact of anger on creative process engagement: The role of social contexts

Drawing on the cognitive persistence perspective of creativity and conservation of resources theory, we investigated how 2 social contexts (perceived relationship conflict and coworker support for creativity) influence the relationship between anger and creative process engagement (CPE) in organizations. We tested our hypotheses using 422 daily surveys from 98 participants, collected over 5 consecutive workdays. The results show that anger perceived relationship conflict and coworker support for creativity interact to influence CPE. Specifically, when relationship conflict is high, the anger–CPE relationship is positive for employees who receive high coworker support for creativity, but negative for those who receive low coworker support for creativity. In contrast, when relationship conflict is low, the anger–CPE relationship is positive but does not differ at high versus low coworker support for creativity.     

The mediating role of psychological capital between perceived management commitment and safety behavior

Introduction: Among attempts that address high incidences of fatalities and injuries in coal mines, increasing attention has been paid to management commitment to complement the traditional focus on technological advances in safety management. However, more research is needed to explain the influence of perceived management commitment, with extant research drawing commonly on Griffin and Neal (2000) to focus on safety knowledge, skills, and motivation. This study draws on social cognitive theory (Bandura, 1986) to investigate psychological capital as a link between thought process and safety behavior. Method: This study uses survey data from 400 frontline workers in China’s coal mines to test hypotheses. Result: Results suggest that perceived management commitment to safety correlates positively with workers’ safety compliance and participation, and four constituents of psychological capital—self-efficacy, hope, optimism, and resilience—explain the influence of perceived management commitment on safety compliance and participation. Practical Applications: Findings offer both researchers and practitioners an explanation of how perceived management commitment influences safety behaviors, and clarify the roles psychological capital constituents play in explaining the influence of perceived management commitment on safety compliance and safety participation.     

Time‐based differences in the effects of positive and negative affectivity on perceived supervisor support and organizational commitment among newcomers

Building on the broaden‐and‐build theory and research on the negativity bias, this study examines how trait affectivity, as a stable predisposition predicting the pattern of emotional responding, shapes newcomers' perceptions of supervisor support and experience of organizational commitment. Using latent growth modeling and data collected at four points in time from newcomers (N = 158), we found the initial level of perceived supervisor support to mediate a negative relationship between negative affectivity and the level of commitment. Moreover, although newcomers experienced a general decrease in perceived supervisor support and a related decrease in commitment, those with high positive affectivity experienced a weaker decrease in perceived supervisor support, which led to a weaker decrease in commitment. Incidentally, positive affectivity was also positively related to the initial level of commitment. Two post hoc studies indicated that positive and negative affectivity exerted their effects controlling for state affect and replicated the relationship between change in perceived support and commitment. We discuss how these findings inform our understanding of trait affectivity's influence on newcomers' work attitudes.     

Multilevel approach to organizational and group safety climate and safety performance: Co-workers as the missing link

The aim of this study is to test a model on the relationships between organizational and group safety climate and safety performance, that highlights the importance of co-workers as a safety climate agent side by side supervisors at group level. The idea is to consider the co-workers’ safety climate as a necessary part of a multilevel model of safety climates’ framework associated to safety performance. Firstly, the assessment of the safety climates’ framework which consider organizational safety climate and at group level supervisor’s and co-workers’ safety climate was performed. Then, the mediating role of co-workers’ safety climate between organizational and supervisor’s safety climate, and worker’s safety behaviours was explored. From the literature, the importance to study safety climate in a multilevel perspective by a theoretical and methodological point of view is known. For these reasons the proposed models were tested with multilevel structural equation modelling. We used a two-level design which considered the individual level and the work-group level. Data collection involved 991 blue-collars, belonging to 91 work groups, from five Italian manufacturing companies. The research highlighted the importance of considering at group level not only climate referred to supervisor, but also climate referred to co-workers. Furthermore, results confirmed the mediating role of co-workers’ safety climate and revealed that co-workers’ safety climate had a stronger influence on safety behaviours, and in particular on safety participation, than supervisor’s safety climate, at individual level as well at group level.     

Workplace safety perceptions and perceived organizational support: do supportive perceptions influence safety perceptions?

The current study investigated the relationship between organizational safety climate and perceived organizational support. Additionally, it examined the relationship with job satisfaction, worker compliance with safety management policies, and accident frequency. Safety climate and supportive perceptions were assessed with Hayes, Perander, Smecko, et al. 's (1998) and Eisenberger, Fasolo and LaMastro's (1990) scales respectively. Confirmatory factors analysis confirmed the 5-factor structure of Hayes et al. 's WSS scale. Regression analysis and t-tests indicated that workers with positive perspectives regarding supportive perceptions similarly expressed positive perceptions concerning workplace safety. Furthermore, they expressed greater job satisfaction, were more compliant with safety management policies, and registered lower accident rates. The perceived level of support in an organization is apparently closely associated with workplace safety perception and other organizational and social factors which are important for safety. The results are discussed in light of escalating interest in how organizational factors affect employee safety and supportive perceptions.     

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.     

A path analysis model for explaining unsafe behavior in workplaces: the effect of perceived work pressure

Background. Unsafe behavior is closely related to occupational accidents. Work pressure is one the main factors affecting employees’ behavior. The aim of the present study was to provide a path analysis model for explaining how work pressure affects safety behavior. Methods. Using a self-administered questionnaire, six variables supposed to affect safety employees’ behavior were measured. The path analysis model was constructed based on several hypotheses. The goodness of fit of the model was assessed using both absolute and comparative fit indices. Results. Work pressure was determined not to influence safety behavior directly. However, it negatively influenced other variables. Group attitude and personal attitude toward safety were the main factors mediating the effect of work pressure on safety behavior. Among the variables investigated in the present study, group attitude, personal attitude and work pressure had the strongest effects on safety behavior. Conclusion. Managers should consider that in order to improve employees’ safety behavior, work pressure should be reduced to a reasonable level, and concurrently a supportive environment, which ensures a positive group attitude toward safety, should be provided. Replication of the study is recommended.     

Perceived mastery climate,felt trust,and knowledge sharing

Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing. However, to date, our knowledge of antecedents and consequences of employees feeling trusted by supervisors in organizations remains limited. On the basis of a multisource, multiwave field study among 956 employees from 5 Norwegian organizations, we examined the predictive roles of perceived mastery climate and employee felt trust for employees' knowledge sharing. Drawing on the achievement goal theory, we develop and test a model to demonstrate that when employees perceive a mastery climate, they are more likely to feel trusted by their supervisors at both the individual and group levels. Moreover, the relationship between employees' perceptions of a mastery climate and supervisor‐rated knowledge sharing is mediated by perceptions of being trusted by the supervisor. Theoretical contributions and practical implications of our findings are discussed.