This study examined psychological mechanisms that underpin the relationships between perceived organizational family support (POFS) and a family-supportive supervisor (FSS) on employee work behaviors. Based on data from employed parents and their supervisors (N = 230) in 12 South Korean organizations, structural equation modeling results revealed three salient findings: (1) POFS and FSS are indirectly related to contextual performance through control over work time, (2) FSS is indirectly related to both contextual performance and work withdrawal through organization-based self-esteem (OBSE), and (3) control over work time is indirectly related to the two work outcomes through OBSE. The authors interpret these findings as indicating support for the focus on informal workplace family support and the need for research to examine the psychological resources they engender if we are to understand why these forms of support have their demonstrated outcomes.
This study developed a moderated mediation model to investigate how family-supportive paid leave and supervision affect employees' satisfaction with work-family balance and in turn their affective organizational commitment and supervisor-directed organizational citizenship behavior depending on their perceived insider status in the organization. Our analysis of data collected from 118 employee-supervisor dyads in Korean organizations revealed that satisfaction with work-family balance mediated the linkages from family-supportive supervision to affective organizational commitment and supervisor-directed organizational citizenship behavior, and the linkage from family-supportive paid leave to affective organizational commitment. Results further showed that the entire mediational process for family-supportive supervision was more pronounced for those who perceived themselves to be an insider of their organizations, while the same pattern was not found for the meditational process related to family-supportive paid leave. Our findings provide theoretical implications for work-family balance research and offer practical suggestions to make employees satisfied with work-family balance. KEYWORDSfamily-supportive work environment, organizational citizenship behavior, organizational commitment, perceived insider status, satisfaction with work-family balance
In this study, we empirically examine the consequences of devolving HR responsibilities to first‐line managers (FLMs) who make daily contacts with frontline workers. Drawing from HR strength theory, we propose that FLMs' involvement in HR enhances HR effectiveness. We also argue that the positive relationship between FLMs' HR involvement and HR effectiveness is compromised when a company employs an institutionally emerging HR system, and that this negative combinative effect will be alleviated by transferring HR knowledge to FLMs. We tested the hypothesized relationships using panel survey data from South Korea (N = 215). The results of our hierarchical regression analysis generally support our claims. Implications, limitations, and future research directions are also discussed. © 2013 Wiley Periodicals, Inc.
Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractPurpose -This paper aims to examine how team-level empowering leadership related to service performance through thriving at work and how shared organizational social exchange and customer orientation moderated the latter relationships.Design/methodology/approach -The authors collected the data from 283 flight attendants and their supervisors working at a major Korean airline. Multi-level analyses were used to test the effect of empowering leadership on employee outcomes.Findings -Both team-level empowering leadership and customer orientation were significantly and indirectly associated with service performance via thriving at work. Additionally, customer orientation significantly moderated the relationship between team-level empowering leadership and thriving at work such that the relationship was stronger when customer orientation was low rather than high. In addition, shared organizational social exchange augmented the influence of team-level empowering leadership on service performance but not on thriving at work.Practical implications -The findings suggest that team-level empowering leadership is more effective in enhancing thriving at work of employees when their customer orientation is low rather than high. In addition, a shared high-quality organizational social exchange augments the effect of empowering leadership on employees' service performance.Originality/value -This paper provides initial evidence of the interaction of team-level empowering leadership and individual´-level customer orientation on thriving at work and service performance. Additionally, it documents the differential augmenting effect of shared organizational social exchange on the relationship between empowering leadership and these outcomes. Collectively, the findings explain why and when team-level empowering leadership relates to service performance.
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