The relationship between perceived organizational support and work engagement: The role of self-efficacy and its outcomes

Caesens, Gaëtane; Stinglhamber, Florence

doi:10.1016/j.erap.2014.08.002

Cited by 166 publications

(233 citation statements)

References 39 publications

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“…Furthermore, perceived organizational support has been positively associated with work engagement in some prior studies (e.g. Caesens and Stinglhamber, 2014;Kinnunen et al, 2008;Sulea et al, 2012). Given this empirical evidence, it seems reasonable to suggest that perceived organizational support, perceived supervisor support, and perceived coworker support are able to positively influence work engagement.…”

Section: Social Supportmentioning

confidence: 74%

The impact of work engagement and workaholism on well-being

Caesens

Stinglhamber

Luypaert

2014

Career Development International

165

167

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2014),"The gendered trickle-down effect: How mid-level managers' satisfaction with senior managers' supervision affects line employee's turnover intentions", If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. AbstractPurpose -The purpose of this paper are twofold. First, the authors examined the effects of two types of working hard (i.e. work engagement, workaholism) on employees' well-being (i.e. job satisfaction, perceived stress, and sleep problems). Second, the authors tested the extent to which both types of working hard mediate the relationship between three types of work-related social support (i.e. perceived organizational support, perceived supervisor support, and perceived coworker support) and employees' well-being. Design/methodology/approach -An online questionnaire was administered to 343 PhD students. Findings -Results revealed that work engagement mediates the relationships between perceived organizational support and job satisfaction and perceived stress. Perceived organizational support has also a direct positive impact on job satisfaction and a direct negative impact on perceived stress and sleep problems. Furthermore, work engagement mediates the influence of perceived supervisor support on job satisfaction and perceived stress. Finally, workaholism was found to mediate the relationships between perceived coworker support, and job satisfaction, perceived stress, and sleep problems. Practical implications -The findings suggest that managers should promote practices in order to foster work engagement and prevent workaholism. In line with this, the findings indicated that the most powerful source of support that fosters work engagement is perceived supervisor support. Organizations should, therefore, train their supervisors to be supportive in their role of directing, evaluating and coaching subordinates or encourage supervisors to have regular meetings with their subordinates. Additionally, the results showed that perceived coworker support is the only source of work-related social support that has a negative influence on workaholism. Managers should foster coworker support, for instance by encouraging informal mentoring among employees in order to build a strong social network. Originality/value -Because scholars argued that each type of work-related social support might have different consequences and might vary in terms of strength of associations with their outcomes, the study aimed to examine the concomitant effects of th...

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Section: Social Supportmentioning

confidence: 74%

The impact of work engagement and workaholism on well-being

Caesens

Stinglhamber

Luypaert

2014

Career Development International

165

167

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“…Within the framework of COR theory, two major resource types-individuals (e.g., selfefficacy) and psychosocial resources-are examined (Hobfoll et al, 2003). Studies have demonstrated that self-efficacy controls the relationship between perceived organizational support and job participation to a certain extent (Caesens et al, 2014). As a personal resource, self-efficacy can be considered an important resource that people want to protect.…”

Section: Regulatory Emotional Self-efficacy As a Moderatormentioning

confidence: 99%

The Influence of Job and Individual Resources on Work Engagement Among Chinese Police Officers: A Moderated Mediation Model

et al. 2020

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Background: The work engagement of police officers pertains to social stability and security, as well as to the orderly operation of the political-economic environment. Although there are many studies on work engagement at present, few studies focus on the influencing factors of police officers' work engagement. According to the job demands-resources model and the conservation of resources theory, job resources (e.g., perceived organizational support) and personal resources (e.g., regulatory emotional self-efficacy) are important factors influencing work engagement. We assume that a moderated mediation model, in which job satisfaction plays a mediating role in the relationship between perceived organizational support and work engagement, regulatory emotional self-efficacy moderates not only the relationship between perceived organizational support and job satisfaction but also the relationship between job satisfaction and work engagement. Objective and Method: This study explores the drivers of work engagement through perceived organizational support and regulatory emotional self-efficacy among Chinese police officers using a convenient sampling method to administer a questionnaire to 744 Chinese police officers. A mediated model is proposed to investigate the mediating role of job satisfaction and the regulating role of regulatory emotional self-efficacy. Results: Job satisfaction mediated a positive relationship between organizational support and work engagement, and the perceived organizational support-job satisfaction and the job satisfaction-work engagement relationships were positively moderated by regulatory emotional self-efficacy, such that these relationships were stronger at higher levels of regulatory emotional self-efficacy. These findings have a practical significance for Chinese police officers' work engagement advancement.

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“…Perceived organizational support (POS) is an individual's belief that the training and resources necessary to accomplish organizational goals are provided by the organization (Rhoades & Eisenberger, ; Walker, Accadia, & Costa, ). There is ample research demonstrating the positive relationship that POS has with self‐efficacy (e.g., Caesens & Stinglhamber, ; Erdwins, Buffardi, Casper, & O'Brien, ), with limited research in relation to collective efficacy. Also, considering the importance of POS in volunteer satisfaction and retention (Caesens & Stinglhamber, ; Galindo‐Kuhn & Guzley, ), we investigate its impact on satisfaction and other outcomes of interest (effort and performance).…”

Section: Motivational Outcomes and Individual Perceptionsmentioning

confidence: 99%

“…There is ample research demonstrating the positive relationship that POS has with self‐efficacy (e.g., Caesens & Stinglhamber, ; Erdwins, Buffardi, Casper, & O'Brien, ), with limited research in relation to collective efficacy. Also, considering the importance of POS in volunteer satisfaction and retention (Caesens & Stinglhamber, ; Galindo‐Kuhn & Guzley, ), we investigate its impact on satisfaction and other outcomes of interest (effort and performance).…”

Section: Motivational Outcomes and Individual Perceptionsmentioning

confidence: 99%

Volunteer motivation: A field study examining why some do more, while others do less

Cady

Brodke

Kim

et al. 2017

Journal Community Psychology

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In nonprofit organizations, motivating volunteers for particular activities is challenging because they can take place in unstructured environments. Therefore, members are disengaged despite their initial commitment to the cause. An important opportunity in the literature is to examine motivation from the perspective of the volunteer; and, more specifically, to test for the differential impact that self‐efficacy, collective efficacy, and perceived organizational support have on three motivational outcomes: effort, performance, and satisfaction. Our focus is on volunteer motivation to support a specific event or project. Teasing out the impact of one's efficacious beliefs about their group at the individual level is an important contribution that has yet to be examined. Using data from 285 volunteers, results indicate that collective efficacy and perceived organizational support positively influence volunteer satisfaction. An important contrast we confirmed, unlike self‐efficacy and perceived organizational support, was collective efficacy's negative relationship to effort, which in turn affected performance. We were able to isolate the unique relationships, corroborating extant research with respect to self‐efficacy and perceived organizational support. As a result, the potential for spurious relationships was ruled out, adding credibility to the new findings.

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The relationship between perceived organizational support and work engagement: The role of self-efficacy and its outcomes

Cited by 166 publications

References 39 publications

The impact of work engagement and workaholism on well-being

The impact of work engagement and workaholism on well-being

The Influence of Job and Individual Resources on Work Engagement Among Chinese Police Officers: A Moderated Mediation Model

Volunteer motivation: A field study examining why some do more, while others do less

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