Job Resources as a Mediator Between Management Trust Climate and Employees’ Well-Being: A Cross-Sectional Multilevel Approach

Chin, Michelle Lee Chin; Idris, Mohd Awang B

doi:10.21315/aamj2017.22.2.2

Cited by 6 publications

(3 citation statements)

References 97 publications

(106 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The trust of superiors often implies emotional support for subordinates, and employees will be more likely to think that their work goals can be achieved with the help of superiors, which can help employees effectively reduce the cost of completing work requirements and deal with the negative effects of work pressure [ 28 , 61 ]. Employees’ perceived trust from their superiors may also imply a psychological contract between them, such as allowing employees to grow within the organization and perform their duties effectively without fear of retaliation from superiors [ 62 ]). In other words, when an employee realizes that his superior trusts him, he feels more positive about his job [ 63 ].…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Perceived superior trust and organizational commitment among public employees: The mediating role of burnout and the moderating role of public service motivation

Lin,

Liu,

2024

Heliyon

View full text Add to dashboard Cite

Section: Theory and Hypothesesmentioning

confidence: 99%

Perceived superior trust and organizational commitment among public employees: The mediating role of burnout and the moderating role of public service motivation

Lin,

Liu,

2024

Heliyon

View full text Add to dashboard Cite

“…Studies indicate that trust in supervisors has an indirect effect between the leader's actions and employee behaviours (Coxen et al, 2016;Hsieh & Wang, 2015). When subordinates perceive their supervisors as being trustworthy, it will positively affect their psychological well-being (Lee, 2017).…”

Section: Authentic Leadership Trust In Supervisors and Work Engagementmentioning

confidence: 99%

Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors

Maximo¹,

Stander²,

Coxen³

2019

SA j. ind. psychol.

View full text Add to dashboard Cite

Orientation: The orientation of this study was towards authentic leadership and its influence on psychological safety, trust in supervisors and work engagement.Research purpose: The aim of this study was to investigate the influence of authentic leadership on trust in supervisors, psychological safety and work engagement. Another aim was to determine whether trust in supervisors and psychological safety had an indirect effect on the relationship between authentic leadership and work engagement. An additional objective was to determine if authentic leadership indirectly influenced psychological safety through trust in supervisors.Motivation for the study: Globally, businesses are faced with many challenges which may be resolved if leaders are encouraged to be more authentic and employees more engaged. In this study, investigating the role of trust in supervisors and psychological safety on the relationship between authentic leadership and work engagement is emphasised.Research design, approach and method: This study was quantitative in nature and used a cross-sectional survey design. A sample of 244 employees within the South African mining industry completed the Authentic Leadership Inventory, Utrecht Work Engagement Scale, Workplace Trust Survey and Psychological Safety Questionnaire.Main findings: The results indicated that authentic leadership is a significant predictor of both trust in supervisors and psychological safety. This study further found that authentic leadership had a statistically significant indirect effect on work engagement through trust in supervisors.Practical or managerial implications: The main findings suggest that having more authentic leaders in the mining sector could enhance trust in these leaders. Authentic leadership thus plays an important role in creating a positive work environment. This work environment of authenticity and trust could lead to a more engaged workforce.Contribution or value-add: Limited empirical evidence exists with regard to the relationship between authentic leadership, work engagement, psychological safety and trust in supervisors. This is particularly true in the mining sector. This study aimed to contribute to the limited number of studies conducted.

show abstract

“…RA also mediated the negative relationship between proactive burnout prevention and the burnout behavior (gain/loss resources) in many sectors like government agencies, educational and health-care institutions (Otto et al , 2021). Moreover, it mediates the relationship between management trust, employees’ performance and employees’ well-being in organizations (Dirks and Ferrin, 2002; Chin and Idris, 2017). RA played a mediation role between teachers’ occupational stressors and their burnout (Betoret, 2006), also, between the usefulness of resources and the intention to use them in online teaching (Kio and Lau, 2017).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Higher education leadership, quality of worklife and turnover intention among Lebanese academics in COVID-19: a moderated mediation model

Chami-Malaeb

Menhem

Abdulkhalek

2023

EJTD

View full text Add to dashboard Cite

Purpose The purpose of this study is to explore the human resource development (HRD) implications of perceived higher education (HEd) leadership effectiveness on academics’ quality of worklife (QWL) in the context of COVID-19. Drawing on conservation of resource theory, this study explains the mediating role of resource adequacy (RA); then this study investigates the moderating role of COVID-19-related risk perception (CRP) on the relationship between university leadership (UL) and both academics’ turnover intention (TI) and academics’ QWL. Design/methodology/approach This study used a quantitative research exploiting the pandemic experiences and perceptions survey, PEPS, to collect data from 300 academic staff in private and public HEd institutions in Lebanon. The analyses include the test of the mediating effect of RA as well as the moderated mediation effect of CRP through regressions, PROCESS and bootstrapping. Findings The findings suggest that by enhancing RA, effective UL positively influences the QWL and mitigate the TI in Lebanese HEd. Furthermore, this study found that CRP weakens the direct relationship of UL on RA and the indirect effect of UL on the QWL and TI via RA such that the relationships are weakened when COVID-19 risk perception was high rather than low. Practical implications The results imply that HEd HRD professionals could think of effective human resource interventions of how to maintain good working environment where academics are facilitated to acquire high level of resources which lead to improving their QWL and mitigating the negative outcome (TIs). Originality/value To the best of the authors’ knowledge, no research has been made to investigate the moderated mediation model of the “pandemic experience and leadership perceptions” (PEPS) in the HEd sector in Lebanon, addressing academics’ experiences in business schools. This study is unique because it was conducted during the utmost pandemic outbreak (mid academic year 2021) collecting data in real time. This research contributes to the HRD literature by showing empirical evidence of the relationships in the context of Lebanese HEd institutions.

show abstract

Job Resources as a Mediator Between Management Trust Climate and Employees’ Well-Being: A Cross-Sectional Multilevel Approach

Abstract: Adopting the notion that environmental factors affect employees

Cited by 6 publications

References 97 publications

Perceived superior trust and organizational commitment among public employees: The mediating role of burnout and the moderating role of public service motivation

Perceived superior trust and organizational commitment among public employees: The mediating role of burnout and the moderating role of public service motivation

Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors

Higher education leadership, quality of worklife and turnover intention among Lebanese academics in COVID-19: a moderated mediation model

Contact Info

Product

Resources

About