In order to account for wide variation in the relationship between leader-member exchange and employees' affective organizational commitment, we propose a concept termed supervisor's organizational embodiment (SOE), which involves the extent to which employees identify their supervisor with the organization. With samples of 251 social service employees in the United States (Study 1) and 346 employees in multiple Portuguese organizations (Study 2), we found that as SOE increased, the association between leader-member exchange and affective organizational commitment became greater. This interaction carried through to in-role and extra-role performance. With regard to antecedents, we found in Study 1 that supervisor's self-reported identification with the organization increased supervisor's expression of positive statements about the organization, which in turn increased subordinates' SOE.

This study investigates whether employees attribute different motives to their organization's corporate social responsibility (CSR) efforts and if these motives influence employee performance. Specifically, we investigate whether employees could distinguish between intrinsic and extrinsic CSR motives by surveying 229 employeesupervisor dyads from various industries (companies that have reputable CSR programs in Portugal), and the impact of these perceptions on in-role and extra-role performance of subordinates. We found that employee task performance increases when employees attribute both intrinsic and extrinsic motives for CSR. Moreover, when employees perceive that their organization invests in a CSR practice that is both intrinsic and extrinsic, they also tend to exert extra effort in their work. Theoretical and practical implications are also discussed alongside future research directions.

External contextual factors, such as government regulations, have pushed organizations into change. As such, readiness for change rose as a key construct in order for organizations to respond quickly and successfully change. However, there is a lack of empirical evidence on how readiness for change promotes changes in employee's behaviors. The present study tests part of the readiness for change model during the implementation of a new performance appraisal system in a public institution. Employee's affective commitment to change fully mediated the relationship between change appropriateness and both their level of individual change and turnover intentions. Employee's self-efficacy also reduced turnover intentions. These results bring salience to the importance of crafting a readiness for change message and the role played by employee's affective commitment to change. Practical implications for managers are also highlighted.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this paper was to investigate the role of perceived organizational support (POS) for employee risk-taking through its association with greater trust among supervisors and subordinates that the organization will take into account the individual's intent to be helpful in the case of failure (failure-related trust). Design/methodology/approach -Data were obtained from 346 employee-supervisor dyads from diverse organizations. Employees and supervisors described their POS and failure-related trust. Supervisors also rated employee's risk-taking behaviors. Findings -Perceived organizational support (POS) was positively related to failure-related trust among subordinates and supervisors which, in turn, was related to subordinates' risk taking. Additionally, supervisors' failure-related trust moderated the relationship between subordinates' POS and failure-related trust, such that when supervisors strongly believed the organization was trustworthy in risk situations, employees' POS had a stronger relationship with failure-related trust, which in turn, was related to risk-taking. Research limitations/implications -Understanding employee risk-taking has both theoretical, practical, and social implications. It advances our theoretical understanding of employee risk-taking and it shows the role played by managers in the promotion of subordinates' risk-taking behaviors. Originality/value -This is one of the first studies to examine the antecedents of employee risk-taking behaviors in the workplace. Additionally, it provides evidence for the key role played by supervisors in modeling subordinate's risk taking through social information processing. Another strength concerns the use of data from dyads (subordinates and supervisors), which helps us to overcome problems related to common method bias.

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The risk inherent in organisational change makes trust a central variable to further understand how employees perceive the change process and their feelings toward the organization (Eby et al., 2000, Humans Relations, 53, 419-442). Based on social exchange theory (Blau, 1964, Exchange and power in social life, New York: Wiley), we conducted a field research to clarify the role trust in the supervisor plays in implementing organizational change. As expected, an interaction effect between trust in the supervisor and perceptions of control over change was also found, where higher trust in the supervisor increased organizational commitment when perceived control over change was low. In addition, as predicted, employees' trust in the supervisor fully mediated the relationship between interpersonal justice, perceived supervisor support and affective organizational commitment. These results bring further understanding to the role played by social relationships between employees and supervisors during change interventions. Implications for both practitioners and researchers are discussed.

Change management, and particularly the human side of change, is a central tenet of the strategy of contemporary organizations. However, there is little evidence concerning how strategic HR practices influence how individuals anticipate and react to the implementation of a major change and how direct supervisors influence that process. With a sample of 191 employees from multiple organizations, who completed two surveys with a four-week lag, we examined the role of commitment-based HR practices on employees' intentions to resist future change.We found that commitment-based HR practices contribute to a decrease in intentions to resist future change, measured four weeks later, via increased affective commitment to change.Moreover, we found that this relationship is conditional on ethical leadership, in that it is significant when ethical leadership is high but not when it is low. Building on social exchange and uncertainty reduction theories, our findings contribute to the literature by examining how and under what boundary conditions HR practices are an effective means for organizations to anticipate and manage change. K E Y W O R D S attitudes, change, individual, change, organizational, commitment, ethics, leadership, research methods and design-quantitative research methodologypare for change by anticipating it and therefore influence not just resistance to ongoing events but, more importantly, predict intentions