Organizations and supervisors as sources of support and targets of commitment: a longitudinal study

Stinglhamber, Florence; Vandenberghe, Christian

doi:10.1002/job.192

Cited by 443 publications

(370 citation statements)

References 71 publications

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“…As hypothesised, POS and PCV thus represent two relevant mechanisms to understand the impact of employer branding on affective commitment. These findings extend prior results revealing that (a) positive work experiences and favourable job characteristics enhance both AC (Mathieu & Zajac, 1990;Meyer & Allen, 1997;Meyer, Bobocel, & Allen, 1991) and POS among employees (Rhoades & Eisenberger, 2002), (b) POS is an important determinant of AC (Rhoades & Eisenberger, 2002;Rhoades et al, 2001;Stinglhamber & Vandenberghe, 2003), and (c) PCV is negatively related to employees' AC (Raja et al, 2004).…”

Section: Discussionsupporting

confidence: 86%

“…Rhoades & Eisenberger, 2002). Furthermore, several authors have found that, if favourable job conditions and work experiences enhance AC, that is because they elicit among employees a feeling of being cared about and supported by the organisation, so that POS mediates the relationship between job conditions and work experiences and AC (Rhoades et al, 2001, study 1; Stinglhamber & Vandenberghe, 2003).…”

Section: The Mediating Role Of Perceived Organisational Supportmentioning

confidence: 98%

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The Impact of Employer Branding on Employees: The Role of Employment Offering in the Prediction of Their Affective Commitment

2013

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Most studies dedicated to the examination of employer branding in industrial/organisational psychology investigated it using samples of applicants. The objective of the present research was to study the influence of the employer branding of a company on its employees' attitudes. More precisely, we examined the interactive effect of the employment offering as portrayed by organisational communications and the employment experience as lived by employees on their affective commitment (AC). Furthermore, we analysed the mechanisms underlying these relationships, i.e. perceived organisational support (POS) and psychological contract violation (PCV). One-hundred eighty-six department managers of a large multinational retailing company involved in employer branding practices were surveyed. Results indicated that employment offering and lived employment experience interact in the prediction of both POS and PCV and this interactive effect carries over to AC. Implications of these findings for both researchers and practitioners are discussed.

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Section: Discussionsupporting

confidence: 86%

Section: The Mediating Role Of Perceived Organisational Supportmentioning

confidence: 98%

The Impact of Employer Branding on Employees: The Role of Employment Offering in the Prediction of Their Affective Commitment

2013

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“…With respect to form, the commitment is affective because the desire to improve the welfare of other people is strongest when it is emotionally charged (Batson, 1991). With respect to target, the construct builds on research on affective commitment to supervisors (e.g., Becker, Billings, Eveleth, & Gilbert, 1996;Meyer, Becker, & Vandenberghe, 2004;Stinglhamber & Vandenberghe, 2003) by extending the target of commitment to any beneficiaries of an employee's efforts.…”

Section: Affective Commitment To Beneficiariesmentioning

confidence: 99%

Relational Job Design and the Motivation to Make a Prosocial Difference

Grant

2007

AMR

1,430

1,482

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This article illustrates how work contexts motivate employees to care about making a positive difference in other people's lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference, and how this motivation affects employees' actions and identities. Whereas existing research focuses on individual differences and the task structures of jobs, I illuminate how the relational architecture of jobs shapes the motivation to make a prosocial difference.Why do I risk my life by running into a burning building, knowing that at any moment . . . the floor may give way, the roof may tumble on me, the fire may engulf me? . . . I'm here for my community, a community I grew up in, a community where I know lots of people, a community that knows me (firefighter; International Firefighters ' Day, 2004 Employees often care about making a positive difference in other people's lives. In the popular press, it is widely assumed that employees want to make a difference (Bornstein, 2004;Everett, 1995;May, 2003;Quinn, 2000). In order to motivate employees, many organizations define their missions in terms of making a difference (Collins & Porras, 1996;Margolis & Walsh, 2001Thompson & Bunderson, 2003). Qualitative research and quantitative research reveal that many employees describe the purpose of their work in terms of making a positive difference in others' lives (Colby, Sippola, & Phelps, 2001;Ruiz-Quintanilla & England, 1996), and research in diverse bodies of literature suggests that this motivation to make a prosocial difference is prevalent in a variety of work contexts. For example, in business, managers often attempt to improve the experiences of organizational members by persuading top administrators to address important issues (Dutton & Ashford, 1993;Meyerson & Scully, 1995) and by taking proactive steps to help proté gé s develop skills and advance their careers (Higgins & Kram, 2001). In public service, employees often place their own lives in jeopardy, beyond the call of duty, in order to protect the welfare of others: police officers chase armed suspects in order to safeguard their communities (Marx, 1980), and ambulance drivers speed through red lights at busy intersections in order to rescue victims (Regehr, Goldberg, & Hughes, 2002).Despite the evidence that employees are motivated to make a positive difference in other people's lives, the organizational literature is relatively silent about the sources of this motivation. Existing research suggests that dispositions may shape employees' motivations to make a prosocial difference. Employees who see their work as a calling want their efforts to make

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“…Les supérieurs, les collègues et les clients pourraient, dans leurs relations d'échange, combler des besoins différents en matière de soutien . Ce commentaire s'ajoute aux acquis de recherches qui démontrent que les employés s'engagent dans des processus d'échange distincts avec leur supérieur et l'organisation (Wayne, Shore et Liden, 1997 ;Wayne et al, 2002) et que la perception de soutien du supérieur est suscitée par le sentiment de bienveillance qu'il procure (Stinglhamber et Vandenberghe, 2003). Il s'agit de la raison pour laquelle nous distinguons la perception de soutien organisationnel et la perception de soutien du supérieur immédiat.…”

Section: La Perspective Théorique De La Mobilisation Des Ressources Hunclassified

“…Comme la perception de soutien organisationnel, la perception de soutien du supérieur peut être suscitée par des actions positives imputables à des pratiques de gestion orientées vers le bien-être des employés et dont la mise en oeuvre est attribuable à la bienveillance du supérieur immédiat (Stinglhamber et Vandenberghe, 2003). Cette appréciation mènerait les employés à s'attacher émotionnellement et à développer de l'engagement affectif à l'égard du supérieur .…”

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Quand mobiliser et proximité riment

Quenneville

Simard

Bentein

2008

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RésuméCet article examine l’influence de la perception de certaines pratiques de gestion des ressources humaines sur les comportements de mobilisation des employés, au travers de deux processus d’échange sociaux distincts, employé-organisation et employé-supérieur. Les comportements de mobilisation étaient évalués par les supérieurs et toutes les autres variables par les employés. Les analyses ont été réalisées sur un échantillon de 222 employés et 38 supérieurs de commerces au détail d’une chaîne canadienne. Nous avons établi les relations à l’aide de la méthode d’équations structurelles avec LISREL. Les résultats mettent en relief le rôle fondamental de la relation d’échange social entre les employés et leur supérieur, à travers la perception de support et de l’engagement affectif orientés vers ce dernier.

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Organizations and supervisors as sources of support and targets of commitment: a longitudinal study

Cited by 443 publications

References 71 publications

The Impact of Employer Branding on Employees: The Role of Employment Offering in the Prediction of Their Affective Commitment

The Impact of Employer Branding on Employees: The Role of Employment Offering in the Prediction of Their Affective Commitment

Relational Job Design and the Motivation to Make a Prosocial Difference

Quand mobiliser et proximité riment

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