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A study of public sector training participation by using theory of planned behaviorHo, Yen-yin 02 June 2009 (has links)
Workplace learning is essential to the continuous improvement and competitiveness of organizations. Antecedent training conditions are crucial for training participation. Despite its recognized importance, few studies have proposed theory-based models for predicting the antecedents of training participation. The principal objective of this study was to test the theory of planned behavior (TPB) for predicting public sector training participation. The second aim was to elucidate the factors that influence, directly or indirectly, employee intentions to participate as well as training participation behavior. The third aim was to test the psychological mediators of past behavior and perceived organizational support on training participation intention of public sector.
A sample of 1,108 participants was analyzed by structural equation modeling and hierarchical regression analysis to assess path suitability and significance. The empirical results confirmed the applicability of theory of planned behavior for predicting training participation in the public sector. However, the relationship between past behavior/perceived organizational support and intention to participate was only partially mediated by the direct measures of the TPB.
This research adds to the extant training participation literature in several ways. First, it applies the TPB model to develop and examine the behavior and intention of participation in training, and the empirical studies conducted to date have not focused on this field. Second, it identifies several constructs and relationships that are new to this area. Third, this study demonstrates that TPB is a proper way to conceptualize the relevant training constructs. This study can help the public sector managers to encourage employees¡¦ participation in training by improving the time availability and assigning current workload, strengthening social support from family members, co-workers and supervisors. Finally, research limitations and areas for future research are discussed.
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A study of employees' readiness for organizational change, positive psychological capital, perceived organizational support and organizational change resistanceHo, Ting-hsien 01 July 2009 (has links)
The purpose of the study is to explore the relationship between employees¡¦ perceived organizational support, positive psychological capital, readiness for organizational change and resistance to organizational change. The total valid sample consisted of 188 employees from companies in manufacturing industry, which was undergoing change. The data from matched supervisor and subordinate (a 1:4 supervisor -subordinate ratio) responses was analyzed by factor analysis, reliability analysis, and measured by LISREL model to examine the relationship among the constructs. Results showed that employees¡¦ readiness for organizational change had direct effects on their resistance to organizational change, and indicated that readiness for organizational change fully mediated the relationships between perceived organizational support and resistance to organizational change. In addition, readiness for organizational change fully mediated the relationships between positive psychological capital and resistance to organizational change as well. However, neither perceived organizational support nor positive psychological capital had direct effect on employees¡¦ resistance to change. Finally the study provided three suggestions for companies. Firstly, good communication environment and change-supporting culture should be constructed. Secondly, companies could build the competency index including positive psychological capital and implement it into HRM practice, such as recruitment, selecting, and training. Thirdly, employees¡¦ perceived organizational support could be cultivated by providing employees the employee assistance program.
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Internal branding: social identity and social exchange perspectives on turning employees into brand championsLöhndorf, Birgit, Diamantopoulos, Adamantios January 2014 (has links) (PDF)
Prior research acknowledges employees' crucial role in building strong service brands, yet
empirical research on how to turn employees into brand champions remains scarce and has been
largely approached from an internal branding perspective. Drawing on social identity and social
exchange theories, this study takes a broader organizational perspective to link internal branding
outcomes (employee-brand fit, brand knowledge, and belief in the brand) and employees'
perceptions of organizational support to a range of employee brand-building behaviors, with
organizational identification as the key mediating mechanism. Both cross-sectional and
longitudinal analyses of employee data from a major retail bank reveal organizational
identification as a strong motivational force for employees to become brand champions, largely
mediating the effects of internal branding outcomes. When organizational identification is low,
perceived organizational support (as a quality indicator of employees' exchange-based
relationship with the organization) constitutes an alternative, external motivator of on-the-job
brand building behaviors; when organizational identification is high, perceived organizational
support boosts employees' voluntary participation in brand development and positive word-ofmouth.
These findings highlight the managerial relevance of the employee-organization
relationship for turning employees into brand champions and show how organizational
identification can be stimulated by means of internal branding. (authors' abstract)
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Perceived Organizational Support: Self-Interested or Other-Interested?Dookeran, Debra 04 August 2006 (has links)
A new research model of Perceived Organizational Support (POS) was proposed and tested. This model proposed that moral reasoning would moderate the relationships between six justice constructs and POS. The six justice constructs were distributive justice for self, coworkers, and employees in general as well as procedural justice for self, coworkers, and employees in general. The model was tested using two studies. Study 1 consisted of 284 students at a large southeastern university, while Study 2 was comprised of 215 employees from multiple organizations. The hypothesized relationships of the model were tested using hierarchical moderated regression analysis. Overall, while the results were consistent with most prior research, there was no support for the moderating role of moral reasoning that was proposed. The findings and implications of both Study 1 and 2 are discussed. Directions for future research are also suggested.
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Organizational support and motivation theories: Theoretical integration and empirical analysisHunter, Karen Heather Unknown Date
No description available.
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Organizational support and motivation theories: Theoretical integration and empirical analysisHunter, Karen Heather 06 1900 (has links)
According to organizational support theory (OST), the relationship between perceived organizational support (POS) and organizational citizenship behavior (OCB) is driven by social exchange mechanisms and mediated by felt obligation (Eisenberger, Armeli, Rexwinkel, Lynch, & Rhoades, 2001). This explanation may be incomplete or limited as well-established motivational concepts are omitted. A new conceptual model is described that extends OST by incorporating the several cognitive motivational concepts (e.g., behavioral intentions, self-efficacy) with the felt obligation concept. The proposed model is tested in two separate studies an experimental study of undergraduate students (N = 191) and a field study of nurses (N = 171). In the experiment, induced organizational support was found to significantly affect all the dependent variables, including POS, felt obligation, self-efficacy, and intentions. Results of structural equation modeling were generally supportive of the proposed model. POS was found to be positively and indirectly related to both self-efficacy and intentions, through felt obligation. Consistent with expectations, felt obligation was positively related to both self-efficacy and intentions, while self-efficacy was positively related to intentions. The felt obligation-OCB relation was fully mediated by self-efficacy and intentions. As predicted, a positive relationship between intention and OCB was observed. Contrary to expectations, POS was not directly related to self-efficacy. POS-felt obligation was significantly moderated by exchange ideology significantly in the experimental study only. These findings suggest that employees who feel obligated to the organization as a result of high perceived organizational support consider both their ability and form intentions to engage in OCBs before reciprocating. The results suggest that variance in felt obligation is associated with efficacy and goal states. The experimental study presented here successfully pioneers the use of vignettes to experimentally induce variance in POS. This research offers two contributions to theory. First, the present findings extend goal theory by demonstrating that felt obligation influences goal choice. Second, this research extends OST by integrating well-established motivational concepts with social exchange mechanisms to provide more detailed understanding of how POS is translated into OCB, and by demonstrating that reciprocation for POS is more conscious and deliberate than previously recognized. / Human Resource Management and Industrial Relations
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Reconhecimento e percepção de suporte organizacional: um estudo entre trabalhadores dos serviços compartilhados regional Norte e Nordeste da PetrobrasLudwig, Natália Costa 29 November 2013 (has links)
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Ludwig, Natália Costa.pdf: 1859874 bytes, checksum: 633893816ab77bc8d7a51f566dcd5aef (MD5) / Este trabalho foi desenvolvido com o propósito de investigar as práticas de
Reconhecimento e o nível de Reconhecimento e de Percepção de Suporte Organizacional dos empregados da unidade Serviços Compartilhados Regional Norte e Nordeste da Petrobras. Para tanto, realizou-se uma pesquisa descritiva e aplicada, valendo-se de metodologias quantitativas. A amostra da pesquisa foi composta por 342 empregados, aos quais foi aplicado um questionário elaborado a partir de práticas de Reconhecimento identificadas através de Mendonça, 2002; Nelson, 2007; Almeida, 2008 e Ventrice, 2009, da escala de Prazer-Sofrimento no Trabalho - Fator Reconhecimento (Mendes, 1999) e da escala Percepção de Suporte Organizacional (Brandão, 2009). Os dados obtidos foram analisados por meio dos softwares Excel e SPSS versão 20. Foi realizada análise fatorial e verificada consistência interna através do indicador de Alpha de Cronbach. Também foi realizado cálculo de estatística dos dados como média, desvio-padrão, favorabilidade e correlação (coeficiente de correlação de Pearson) entre o constructo fator Reconhecimento e as dimensões do constructo Percepção de Suporte Organizacional. Identificou-se como práticas de reconhecimento mais valorizadas pelos trabalhadores que responderam a pesquisa: respeito do superior imediato, elogio escrito e divulgado na gerência, autonomia para tomada de decisão, aprovação, apoio e feedback de superiores. O nível de Reconhecimento foi alto e a percepção de suporte organizacional moderada. Em relação às correlações, identificaram-se correlações positivas entre a variável reconhecimento e os fatores Gestão de Desempenho e prática de Promoção, Suporte Material ao Desempenho e Remuneração. Para o fator carga de trabalho a correlação não se apresentou significativa. Diante dos resultados obtidos, foi possível elaborar algumas sugestões para fortalecer a cultura de Reconhecimento na unidade e desta forma, alavancar o nível de percepção de suporte organizacional. This work was developed with the aim to investigate Recognition practices and the
level of workers at the unity Serviços Compartilhados Regional RNNE about
Recognition and Perceived Organization Support. To this end, we carried out a
descriptive and applied study, drawing on quantitative methodologies. The search
sample consisted of 342 workers, for which a questionnaire was developed from a
model of recognition practices identified by Mendonça, 2008; Nelson, 2007; Almeida,
2008 and Ventrice, 2009, from Pleasure-Suffering scale (Mendes, 1999) and from
Perceived Organization Support scale (Brandão, 2009). The data were analyzed
using Excel software and SPSS version 20. Did factorial analysis and verified the
internal consistence by Alpha of Cronbach indicator. The statistical calculation data was done as an average, standard deviation, favorability and correlation (Pearson´s correlation coefficient) between the Recognition factor construct and the Perceived Organization Support dimensions construct. We have identified like as recognition practices most valued by workers who responded to the survey: respect of the immediate superior, praise written and published in management, autonomy for decision making, approval, support and feedback from superiors. The level of recognition was high and perceived organizational support moderate. Regarding positive correlations were identified between recognition variable and Performance Management and Practice of Promotion, Material Support to Performance and Payment factors. The factor Workload correlation did not prove to be significant. Based on these results, we can make some suggestions to strengthen the culture of recognition in the unit and thus enhance the level of perceived organizational support.
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Haunted By Change : Exploring and explaining the influence of Perceived Organizational Support and Perceived Supervisor Support on Commitment to ChangeBrambeck, Maria Tove Helen, Savmyr, Therese Marie Helen January 2018 (has links)
The purpose of the study is to explore and explain how and why perceived support can create a sense of want to, ought to and have to change. This study investigates perceived organizational support (POS) and perceived supervisor supports (PSS) influences on the dimensions of commitment to change (C2C), affective- (AC2C), continuous- (CC2C) and normative commitment to change (NC2C). To investigate the relationships, a mix-method approach is applied. Data is yield from 168 survey respondents from three subsidiaries in Southeast Asia within a multinational corporation (MNC) and through eight interviews with employees at one subsidiary. The findings reveals that POS is more important in change initiatives than PSS, indicating that POS is vital to understand the influence on employees C2C mindset. POS is identified as the glue that binds employees and change goals together into the desired mindset of AC2C. This study contributes to literature by presenting new perspectives concerning POS and PSS influences on C2C dimensions within an MNC. Adding a layer to research that has largely focused on the concepts within psychology. This study is an introduction to deeper understanding of the relationships between POS, PSS and the C2C dimensions. Signaling that further research should focus more on this context.
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The Human Side of Mergers and Acquisitions (M&A): An Exploratory Sequential Mixed Methods Inquiry into the Factors Influencing M&A OutcomesCarter, Terrence Pernell January 2020 (has links)
No description available.
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Two Paths to Commitment: A Moderated Mediation ModelMoroney, Ashley 24 June 2021 (has links)
No description available.
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