Our model of emergent organizational capacity for compassion proposes that orga nizations can develop the capacity for compassion without formal direction. Relying on a framework from complexity science, we describe how the system conditions of agent diversity, interdependent roles, and social interactions enhance the likelihood of self-organizing around an individual response to a pain trigger. When agents then modify their roles to incorporate compassionate responding, their interactions amplify responses, changing the system, and a new order emerges: organizational capacity for compassion. In this new order the organization's structure, culture, routines, and scanning mechanisms incorporate compassionate responding and can influence fu ture responses to pain triggers. We shall draw from the heart of suffering itself the means of inspiration and survival (Churchill, 1941: 275). We all experience tragedies in our lives at some point, whether in the form of financial woes, the death of a family member, or a severe illness, among many others. Although these tragedies are personal, the suffering they cause spills over into our professional lives as well, making tragedy and suffering unavoidable re alities of organizational life (Frost et al., 2006). Compassion, defined as an empathetic action undertaken to alleviate another's pain (Frost,
ethics, ethical ideologies, corporate social responsibility, CSR, materialism, relativism, idealism, Forsyth,
Purpose – This paper aims to explore the relationships among perceived organizational support, positive relationships at work and intent to turnover through a social exchange theory lens. The main contribution of this paper is the investigation of different types of positive workplace relationships on employee withdrawal behaviors. Design/methodology/approach – A 49-item survey was developed through a review of literature related to positive workplace relationships and intent to turnover. Surveys were made available to 200 healthcare employees; 73 surveys were accurately completed and used to test a mediated model of positive relationships at work. Findings – Positive relationships at work were found to have a mediating effect between perceived organizational support and intent to turnover. Additionally, perceived organizational support was found to have direct and indirect effects on intent to turnover. Practical implications – Managers can affect employees’ intentions to turnover by improving practices that provide support to employees and encouraging positive relationships with coworkers. Additional literature related to our variables of interest suggests that employees perceive more support when their organizations offer commensurate rewards, opportunities for growth and participation in decision making. Originality/value – This study speaks to those researchers and managers interested in employees’ motivations for staying in or leaving from their organizations. Turnover and related withdrawal behaviors are expensive for organizations, so discovering the factors that members value offers organizations the ability to affect their members’ intentions to turnover. Additionally, the exploration of relationships between perceived organizational support and positive relationships at work suggests that different support mechanisms play different roles in affecting organizational and individual outcomes.
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