Effects of equity, perceived organizational support and job satisfaction on organizational commitment in Macao's gaming industry

Abstract

PurposeThis study explores the relationships between equity, perceived organizational support, job satisfaction, organizational commitment and counterproductive work behavior in Macao's gaming industry. Additionally, it investigates whether the Covid-19 outbreak has effects on employees' perceptions and behaviors.Design/methodology/approachData were collected from two surveys using convenience sampling, one involving 260 casino employees in 2019 and another involving 250 employees in 2020 after the outbreak of Covid-19.FindingsNo significant difference was observed between mean scores from respondents in the first and second surveys on job equity, pay equity, perceived organizational support and job satisfaction (p > 0.05). However, significant changes were found in mean scores for three organizational commitment items (negative changes; p < 0.05) and three counterproductive work behavior items (positive changes; p < 0.05). Results of structural equation modeling indicated that job equity and pay equity affected perceived organizational support and job satisfaction while perceived organizational support impacted organizational commitment directly and indirectly through job satisfaction, all with R2 values greater than 0.6. Organizational commitment negatively influenced counterproductive work behavior.Research limitations/implicationsThe Covid-19 impact on casino employees' perceptions and behaviors was contingent upon the duration of pandemic.Originality/valueThe study is one of the first empirical studies to integrate social exchange theory and equity theory to organizational commitment in Macao's gaming industry. Job equity and pay equity were found to influence organizational commitment through perceived organizational support and job satisfaction. Additionally, the Covid-19 did not have significant effects on employees' equity, perceived organizational support and job satisfaction perceptions.

Perceived organizational support as mediator between digital social media influence on technological innovation

“…According to Bernarto et al (2020), perceived organisational support is the collective belief of participants that "the organisation recognizes my contribution and regards my well-being". In accordance with the social exchange hypothesis, prior research on perceived organisational support has found that individuals would behave well inside an organisation if it values its workers and is concerned about their technological innovation (To & Huang, 2022;Wen, Huang, & Hou, 2019). Social exchange theory Chernyak-Hai (2018) promotes connection, responsibility, and unity between parties of a relation and emphasizes the norm of fairness.…”

“…The organisational support Chen and Eyoun (2021) states that workers' opinions of how much their company values their contributions and feels about their work are related to perceived organisational support (Le & Lei, 2019;Oubibi et al, 2022). Workers are more likely to think that the help they obtain from the company is sincere and meant to be in their greatest advantage when they perceive that the company follows helpful and responsible procedures (To & Huang, 2022). As a result, through technical innovation in Indian IT organizations, it plays a crucial role in improving the relation between perceived organisational support and digital literacy.…”

“…Thus, this can promote further technological advancement in IT businesses. Particularly, employees' view of strong organisational support indicates that they believe technological innovation is advantageous for their competence, participation in fulfilling initiatives, and participation in judgement (To & Huang, 2022;Wen et al, 2019). As a result, this promotes workers' well-being and amplifies the benefits of technical progress.…”

Influence of perceived equity, job enrichment, and burnout among educators in Indian private universities on job satisfaction and the desire to quit

“…When employees perceive inequity in the case of under-compensation compared to their peers, they experience anger or resentment (Austin and Walster, 1974) and job dissatisfaction. Evidence from previous research posits that employees' job satisfaction is affected by their perceived equity (Klein, 1973;Khan et al, 2021;To and Huang, 2022). Given this background, the current research investigates perceived equity's influence on employee job satisfaction.…”

“Same same” but different? Exploring the impact of perceived organizational support at the school and teacher levels on teachers’ job engagement and organizational citizenship behavior

“…In the post-COVID-19 era, how to improve employee performance to assist organizational development is an important topic. POS has a greater impact on employees’ work performance under COVID-19 ( To and Huang, 2022 ), which shows its important research value. The study of Bernarto et al (2020) also pointed out that teachers’ POS has a positive impact on job satisfaction and life satisfaction.…”