Perceived organizational support and work engagement of employees with children with disabilities

Abstract

PurposeThe purpose of this research is to investigate the role of organizational support, as it is evidenced by supervisor's support and coworkers' support, in the work engagement levels of employees who are parents of children with special needs and disabilities (SND).Design/methodology/approachThe authors employed a self-administered survey questionnaire in Singapore and collected 224 useable responses. They used moderated hierarchical regression analysis to assess the relationships among organizational support, employees' child disability severity and levels of work engagement.FindingsThe research results indicated that higher levels of supervisor's and coworkers' support have a positive impact on work engagement levels of employees with children with SND. In addition, the authors observed that supervisor's support and coworkers' support moderate the relationship between employee’s child's disability severity and work engagement levels.Research limitations/implicationsThe results contribute to the introduction of a discussion about supportive practices directed toward this diverse group of employees in Singapore. The research findings are country-specific.Practical implicationsThe authors propose that human resource management practitioners could craft policies that may trigger tangible and emotional support by supervisors and coworkers of employees with children with disabilities, depending on employees’ children's disability severity.Originality/valueThis research is the first empirical examination that measures the work engagement levels of employed parents of children with SND in Singapore, considering both organizational and family dimensions.

Examining the Mediating Role of Organisational Support on the Relationship Between Organisational Cynicism and Turnover Intention in Technology Firms in Istanbul

“…Such support from the organisation would lead to positive consequences on employees' behaviours, e.g., increased organisational commitment, job satisfaction and reduced turnover, among others (Rhoades and Eisenberger, 2002;Bentley et al, 2016). Moreover, organisational support can be viewed as a guarantee that the appropriate support will be available to employees when they need to execute a particular duty and to handle challenges (Stefanidis and Strogilos, 2020). Therefore, it can be claimed that employees may see that their favourable actions will encourage their organisations to demonstrate support in return for their treatment (Tang et al, 2017).…”

Holistic Work Engagement pada Tenaga Kesehatan di Kota Jakarta Barat: Pengaruh Digital Quotient, Authentic Leadership, dan Perceived Organizational Support selama Covid-19

“…Dari penelitian terdahulu telah membuktikan bahwa digital intelligence quotient memberi kontribusi teoritis untuk meningkatkan employee understanding (Na-Nan et al, 2019). Dari studi empiris lainnya juga dapat dibuktikan bahwa terdapat hubungan positif antara variabel authentic leadership dengan work engagement menurut (Plessis dan Boshoff, 2018) serta terdapat pengaruh antara perceived organizational support terhadap work engagement (Stefanidis & Strogilos, 2021).…”

Identification of drivers of employee engagement in Indian power companies

“…Previous research has disclosed the correlation between the quality of relation of employees with their immediate manager and their engagement at work and so many organizations are emphasizing on building relation of trust between managers and employees (Purse, 2015). In case of employee with children, support from co-workers and supervisors leads to increase in their engagement levels at work (Stefanidis and Strogilos, 2020). Previous research has also shown the correlation of trust between supervisors and subordinate and OCB (Podsakoff et al , 1990; Deluga, 1994).…”

“…Similarly Bakker and Demerouti (2007) claimed that the JD-R model also shows that the presence of higher job resources increases the engagement level. Stefanidis and Strogilos (2020) have demonstrated in the case of employees with children who require special care that support from supervisor and co-workers enhances their engagement. We extend these concepts by proposing that three trusts mediate the relationship between organizational culture and employee engagement.…”