Perceived Support and Work Attitudes among Korean Fitness Club Employees

Woo, Boyun; Chelladurai, Packianathan

doi:10.9734/bjemt/2014/7744

Cited by 13 publications

(14 citation statements)

References 37 publications

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“…It indicates that when employees receive sufficient support from their supervisors, they remain for a longer period with that particular organization (Zhao and Zhou 2008). The SET also supported the findings by arguing that when organizations provide adequate support from their supervisors, in turn the employees will show more loyalty and will stay with the organizations (Woo and Chelladurai 2012).…”

Section: Discussionmentioning

confidence: 57%

The Impact of Training and Development and Supervisor Support on Employees Retention in Academic Institutions: The Moderating Role of Work Environment

Bibi

Ahmad

Majid

2018

GADJAH MADA INT. J. BUS.

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This study investigated the impact of training and development and supervisors support on employees retention. Furthermore, the current study also investigates the moderating effect of the work environment on the relationship between training and development, supervisors support, and employees' retention. A survey was undertaken to collect data from 250 faculty members working in public sector universities in Pakistan. PLS path modeling was employed to analyze the data. The results revealed that training and development and the support of the supervisors had a significant relationship with the retention of employees. Similarly, the results also revealed that the work environment moderated the relationship between training and development, supervisors support, and employees' retention. Finally, the implications, limitations and recommendations for further research were discussed.

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Section: Discussionmentioning

confidence: 57%

The Impact of Training and Development and Supervisor Support on Employees Retention in Academic Institutions: The Moderating Role of Work Environment

Bibi

Ahmad

Majid

2018

GADJAH MADA INT. J. BUS.

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“…In case they are supported by organization, not only they are more committed to it (Eisenberger, Huntington, Hutchison and Sowa, 1986), feel more job satisfaction ; but also their job involvement (O'Driscoll and Randall, 1999), organizational identification (Edwards, 2009) and performance levels (Wayne, Shore, Bommer and Tetrick, 2002) tend to increase. Furthermore, employees have positive attitudes towards their organizations and their jobs when they are also supported by their managers (Eisenberger, Stinglhamber, Vandenberghe, Sucharski and Rhoades, 2002) and peers (Woo and Chelladurai, 2012).…”

Section: Introductionmentioning

confidence: 99%

The Relationship between Perceived Support and Innovative Behavior: Analyzing the Mediating Role of Work Engagement

Doğru

2018

isarder

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This study reconnoiters the relationship between perceived support and individual innovative behavior at the workplace built on Social Exchange Theory and Job Demands-Resources model. In this research, perceived support was measured via organizational, supervisor, peer support through a multilevel lens. Furthermore, the mediator role of work engagement was questioned in the link between perceived support and work engagement. To achieve these, data obtained from a total number of 203 employees in five different firms operating in two separate Technoparks located in Ankara, Turkey. According to the results, perceived support of organization, supervisor and peer have significant positive effects on innovative behavior. Among the dimensions, most important affect was recorded by perceived organizational support. Also, it was indicated that work engagement had a partial mediator effect on the relationship between perceived support and innovative behavior.

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“…Athletic program costs have continued to rise (Fulks, 2011) while departments face pressures to become more self-sustaining (Martinez, Stinson, & Jubenville, 2011). Though human capital is considered one of the most valuable assets to sport organizations (Cunningham & Sagas, 2004;Woo & Chelladurai, 2012), intercollegiate athletics is noted for having high rates of employee turnover (Wells & Welty-Peachey, 2011). The costs associated with recruiting, training, and hiring new employees can be very costly for an organization (Cascio, 2000).…”

mentioning

confidence: 99%

Organizational Culture Mediates the Relationship between Transformational Leadership and Work Outcomes

Burton¹,

Peachey

2014

Journal of Intercollegiate Sport

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The objectives of this study were to examine the mediating effect of group and developmental organizational culture types on the relationship between transformational leadership and three outcome variables-affective organizational commitment, turnover intentions, and job search behaviors. Senior administrators (n = 188) working in NCAA Division I intercollegiate athletic departments completed a survey assessing perceptions of leadership behavior of their athletic directors, the culture of their athletic departments, and their affective organizational commitment, turnover intentions, and job search behaviors. Results indicate that group culture partially mediates the relationship between transformational leadership and affective organizational commitment, and fully mediates turnover intentions and job search behaviors. Developmental culture partially mediates affective organizational commitment but has no influence on turnover intentions and job search behaviors. Findings contribute to the understanding of the important mediating role of organizational culture on the relationship between transformational leadership and outcome variables in the intercollegiate athletics context.

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Perceived Support and Work Attitudes among Korean Fitness Club Employees

Cited by 13 publications

References 37 publications

The Impact of Training and Development and Supervisor Support on Employees Retention in Academic Institutions: The Moderating Role of Work Environment

The Impact of Training and Development and Supervisor Support on Employees Retention in Academic Institutions: The Moderating Role of Work Environment

The Relationship between Perceived Support and Innovative Behavior: Analyzing the Mediating Role of Work Engagement

Organizational Culture Mediates the Relationship between Transformational Leadership and Work Outcomes

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