Sense of calling in the workplace: The moderating effect of supportive organizational climate in Taiwanese organizations

Lee, Amber Yun‐Ping; Chen, I‐Heng; Chang, Po‐Chien

doi:10.1017/jmo.2016.16

Cited by 30 publications

(20 citation statements)

References 49 publications

(78 reference statements)

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“…Organizational climate is typically described as an aggregation of employee perceptions and interpretations of the organization's policies, procedures, and practices [55]. Indeed, existing literature has well documented the moderating effect of organizational climate on the relationship between employees' psychological states and their outcome behaviors [56,57]. In particular, green organizational climate refers to employee perceptions and interpretations of the organization's pro-environmental policies, procedures, and practices [8,10].…”

Section: The Moderating Role Of Green Organizational Climatementioning

confidence: 99%

Employee-Organization Fit and Voluntary Green Behavior: A Cross-Level Model Examining the Role of Perceived Insider Status and Green Organizational Climate

Xiao

Mao

Sihao

et al. 2020

IJERPH

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Employee green behavior has received considerable attention in recent years because of its contribution to an organization’s environmental performance. However, little is known about how personal and organizational factors can simultaneously affect employee voluntary green behavior. The present study draws on person-environment fit theory to investigate how and when employee voluntary green behavior can be facilitated by employee-organization fit. Based on a time-lagged survey study of 413 employees from three different manufactures of chemical products, the present study discovers a positive relationship between employee-organization fit and employee voluntary green behavior, and this relationship is mediated by perceived insider status. Moreover, the relationship between perceived insider status and voluntary green behavior is strengthened when employees perceive a green organizational climate. Insights for theory, practice, and future research are also discussed.

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Section: The Moderating Role Of Green Organizational Climatementioning

confidence: 99%

Employee-Organization Fit and Voluntary Green Behavior: A Cross-Level Model Examining the Role of Perceived Insider Status and Green Organizational Climate

Xiao

Mao

Sihao

et al. 2020

IJERPH

View full text Add to dashboard Cite

show abstract

“…In the academic literature, many studies illustrated that a sense of calling is beneficial for employees themselves and their employing organizations. Empirical studies have found that employees with a calling report greater psychological and subjective career success (Praskova et al, 2014; Xie et al, 2016), well-being (Duffy and Dik, 2013; Duffy et al, 2017), in- role (Park et al, 2016; Lee et al, 2018) and extra-role performance (Park et al, 2016; Xie et al, 2017; Lee et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

What Drives the Trickle-Down Effect of Calling Orientation From Supervisors to Subordinates? The Perspective of Social Learning Theory

et al. 2019

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Despite an increase in research on calling orientation, few studies have investigated its antecedents. Drawing on social learning theory, we hypothesized that subordinates’ perceptions of their supervisor’s role modeling mediate the relationship between supervisor’s and subordinates’ calling orientations. Supervisor’s organizational status is supposed to augment the trickle-down process for calling orientation. We used multilevel modeling to test these hypotheses in a sample of 738 subordinates nested in 77 work teams in Chinese firm. We found that supervisor’s calling orientation was positively related to subordinate’s calling orientation and that the relationship was fully mediated by subordinates’ perceptions of role modeling. Additionally, the relationship between supervisor’s calling orientation and subordinates’ calling orientation via role modeling was moderated by supervisor’s organizational status at the second stage.

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“…In addition, the present conceptual scheme only considers the individual-level moderator variable. However, as Lee et al (2018) argue, an individual's sense of calling exerts a positive influence on their behavior and will vary depending on their working environment (e.g., organizational climate). Therefore, future research may consider other moderating variables (such as a supportive climate and an empowerment climate), which are recognized as positive and may be critical to encouraging those with callings to conduct behaviors that organizations prefer.…”

Section: Future Directions and Limitationsmentioning

confidence: 99%

How Having a Calling Leads to Job Crafting: A Moderated Mediation Model

2020

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This study examines the association between calling and crafting behavior by proposing a moderated mediation model. Drawing from the job crafting perspective and selfdetermination theory (SDT), career commitment is identified as the mediator, and occupational self-efficacy and job autonomy are identified as the moderators in the model, respectively. The authors tested the proposed relationships with an SPSS macro that utilizes a sample of 338 employees in a three-wave procedure. Results support all the hypotheses. The findings reveal calling to be significantly associated with employees' job crafting behavior. Such a process begins with one's career commitment and is strengthened by the level of occupational self-efficacy in the first stage as well as the level of job autonomy in the second stage, thus yielding a pattern of moderated mediation. These findings answer recent calls for an integrative examination of calling in the workplace by demonstrating that career commitment along with occupational self-efficacy and job autonomy represent key mechanisms in transferring one's calling into job crafting behavior. As such, this study complements existing literature on the theoretical and practical implications of calling.

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Sense of calling in the workplace: The moderating effect of supportive organizational climate in Taiwanese organizations

Cited by 30 publications

References 49 publications

Employee-Organization Fit and Voluntary Green Behavior: A Cross-Level Model Examining the Role of Perceived Insider Status and Green Organizational Climate

Employee-Organization Fit and Voluntary Green Behavior: A Cross-Level Model Examining the Role of Perceived Insider Status and Green Organizational Climate

What Drives the Trickle-Down Effect of Calling Orientation From Supervisors to Subordinates? The Perspective of Social Learning Theory

How Having a Calling Leads to Job Crafting: A Moderated Mediation Model

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