When subordinates feel supported by managers: investigating the relationships between support, trust, commitment and outcomes

Paillé, Pascal; Grima, François; Bernardeau, Denis

doi:10.1177/0020852313501248

Cited by 20 publications

(15 citation statements)

References 79 publications

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“…However, the coefficient for supervisor support on job satisfaction was weak, which can be attributed to PSS having the greatest effect on job satisfaction through its influence on work engagement (Christian et al, 2011;Karatepe, 2014;Paillé et al, 2013;Swanberg et al, 2011). A group analysis of respondents in Chinese Mainland and Taiwan suggested that the individual models for respondents in Chinese Mainland and Taiwan achieved an adequate fit, with no significant differences in any of the free parameters and coefficients.…”

Section: Resultsmentioning

confidence: 97%

“…The response scale ranged from 1 (strongly disagree) to 6 (strongly agree) with a reliability coefficient of 0.91. Perceived supervisor support was measured using a short four-item scale (Paillé et al, 2013). A sample item was, "My supervisor is concerned about my welfare at work" rated on a six-point scale ranging from 1 (strongly disagree) to 6 (strongly agree) with a reliability coefficient of 0.89.…”

Section: Methodsmentioning

confidence: 99%

“…attendance, salary management, and job instruction) not only increase work involvement and sensitivity among employees, as indicated by the principles of reciprocity and mutual benefit (Benn, Teo, & Martin, 2015), but they also affect employees' job satisfaction and willingness to work (Alfes et al, 2013a). Supervisor support also plays a critical role in an organization's support system because the LMX relationship affects the OMX relationship, which can be attributed to supervisors (as organizational agents) offering timely information or feedback influencing the work attitude, behavior, and performance of employees and their perceptions toward the organization for which they work (Karatepe, 2014;Paillé, Grima, & Bernardeau, 2013). Supervisors therefore represent or act as spokespersons for their organizations.…”

Section: Hrm Practices Supervisor Support Work Engagement and Job Smentioning

confidence: 99%

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Is the Impact of a Support System on Job Satisfaction Different between Employees in Taiwan and Mainland China?

Lu¹

2019

ChnStd

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From the perspective of social exchange theory (SET), the study examines a mediated model linking perceived human resource management (HRM) practices and perceived supervisor support (PSS) with work engagement and job satisfaction. This study also empirically investigates the invariance of subgroups among 1362 full-time employees recruited from Taiwan and Mainland China. The results show that work engagement strongly was linked to job satisfaction and mediated the relationship between perceived HRM practices and PSS. In addition, no significant of different groups is evident in the structural relations among the employees in Taiwan and Mainland China. The findings suggest that the enactment of positive behavioral outcomes because of engagement and job satisfaction largely depends on organizational support, including HRM practices and supervisor encouragement.

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Section: Resultsmentioning

confidence: 97%

Section: Methodsmentioning

confidence: 99%

Section: Hrm Practices Supervisor Support Work Engagement and Job Smentioning

confidence: 99%

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Is the Impact of a Support System on Job Satisfaction Different between Employees in Taiwan and Mainland China?

Lu¹

2019

ChnStd

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“…Taylor (2004) posits that the firms should not depend on the HR department to resolve the issue of staff retention rather this obligation should be given to the leaders/managers for its proper and easy solution. Paille et al, (2013) state in their study, if the staff has confidence on the supervisor and also has support from him then the retention rate of staff is very high and vice versa. Nwokocha and Iheriohanma (2015) conclude from their study, staff performance and retention could be enlarged with the support of appropriate leadership practices.…”

Section: Leadershipmentioning

confidence: 97%

HR Practices and Employee Retention in the Banking Sector of Pakistan

Aleem¹,

Bowra²

2020

JAFEE

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Purpose: Human Resource is one of the most valuable resources in any organization and its contribution is massive everywhere in the world. Human Resources (HR) practices can be helpful to retain valued employees. This study examines the role and association between HR practices and employee retention. HR practices include training & development, compensation, job security, working environment, leadership and culture & policies. Major objective of this study is indentfiy the roele and effect of HR practices on employee retention in banking sector of Pakistan. Design: The population of this study consists of 8 major banks of Pakistan including public, private, Islamic and foreign banks. The mixed-method was employed to get the data through interviews and questionnaires. Simple random sampling and stratified random were used for interviews and questionnaires respectively. Findings: Findings of the study indicate that compensation; job security, training & development, working environment and leadership practices have a significant association with employee retention. These variables also play a very imperative role in employee retention except job security. The culture & policies have no significant association and role on employee retention. Value: The research findings may help the policymakers to prioritize the areas of instant concerns and invest resources as per the local requirement of staff for their retention in the banking sector of Pakistan.

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“…Value congruence is significant for several reasons. For instance, as Edwards and Cable (2009: 654) note: “when employees hold values that match the values of their employing organization, they are satisfied with their jobs, identify with the organization, and seek to maintain the employment relationship.” Also, employees who identify with their organizations are more likely to find meaning in their jobs, less likely to turnover, and more likely to engage in organizational citizenship behaviors (Cascio, 1999; Edwards and Cable, 2009; Paillé et al., 2013; Podsakoff et al., 2000; Riketta, 2005).…”

Section: Introductionmentioning

confidence: 99%

Birds of a feather: how manager–subordinate disagreement on goal clarity influences value congruence and organizational commitment

Stazyk

Davis²

2019

International Review of Administrative Sciences

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A substantial body of research underscores the importance of congruence between employee and organizational values. Yet, despite evidence that value congruence affects key individual and organizational outcomes, several gaping holes still exist in the research. We add to existing public management scholarship by: (1) examining whether and how value congruence affects an employee’s affective organizational commitment; and (2) responding to recent calls for scholars to clarify the processes through which value congruence shapes employee attitudes and behavior. Drawing on dyadic data compiled on a sample of senior managers in US local governments, results indicate that value congruence is associated with higher levels of affective organizational commitment. Additionally, value congruence is even more important in instances when higher levels of goal ambiguity are present. Points for practitioners Study findings have several practical implications for public managers. First, results indicate that managers must acknowledge and account for employees’ perceptions of organizational goal ambiguity if they hope to retain employees. To this end, managers would do well to design goals in concert with their employees; the process of co-creating goals may help limit ambiguity. Second, managers must create robust communication systems that welcome disagreement and recognize the importance of effective dialogue on the nature of goals. Finally, managers should provide feedback on goals at regular intervals in order to help employees understand expectations.

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When subordinates feel supported by managers: investigating the relationships between support, trust, commitment and outcomes

Cited by 20 publications

References 79 publications

Is the Impact of a Support System on Job Satisfaction Different between Employees in Taiwan and Mainland China?

Is the Impact of a Support System on Job Satisfaction Different between Employees in Taiwan and Mainland China?

HR Practices and Employee Retention in the Banking Sector of Pakistan

Birds of a feather: how manager–subordinate disagreement on goal clarity influences value congruence and organizational commitment

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