Research has shown that organizations outside of academia that provide career-enhancing training opportunities have employees with greater levels of perceived organizational support, job satisfaction, and organizational commitment than do organizations without such training. Increasingly, colleges and universities are looking to attract and retain the most talented individuals; providing opportunities for growth through career-enhancing training opportunities may be one way to do so. This study examined whether or not faculty at institutions providing career-enhancing training opportunities showed a similar positive relationship between perceived organizational support, job satisfaction, and organizational commitment as have employees at organizations outside of academia; this study also examined if those levels varied by gender. A sample of 90 faculty members at both private and public academic institutions was recruited via LinkedIn and the Walden Participant Pool and were administered a 13-item demographic questionnaire, followed by The Survey of Perceived Organizational Support, The Job Satisfaction Survey, and The Three Component Model of Organizational Commitment Survey. Both a correlation and moderation analysis showed no significant relationship between the variables, suggesting the need for a larger sample. Although this study had non-significant results, it contributes to positive social change by promoting discussion of effective ways to improve faculty recruitment and retention and by highlighting the need for further research into the relationship between career enhancement and perceptions of organizational support, job satisfaction, and organizational commitment.

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Following the collapse of Arthur Andersen in the Enron debacle, whistle-blowing within audit firms has taken on greater importance. Given the profession's requirements to be confidential, independent and to act in the public's interest, there is a need for a model that addresses auditors' whistle-blowing intentions. This thesis presents a conceptual model on whistle-blowing intentions among external auditors, where individual-led antecedents influence whistle-blowing intentions, but are moderated by isomorphic and issue-specific factors. Survey questionnaires were administered to 226 external auditors, and 18 individual interviews as well as 2 focus groups were conducted in Barbados. Results indicated that individual antecedents (attitudes, perceived behavioural control, independence commitment, personal responsibility for reporting, and personal cost of reporting) were significantly related to internal whistle-blowing, but only perceived behavioural control was significantly related to external whistle-blowing. Partial support was found for the moderating effects of perceived organizational support, moral intensity, team norms and group cohesion on the relationships between the majority of the independent variables (attitudes, perceived behavioural control, independence commitment, personal responsibility for reporting and personal cost of reporting) and internal whistle-blowing. However, partial support was found for the moderating effects of perceived organizational support, moral intensity, team norms iii and group cohesion on the relationships between fewer independent variables and external whistle-blowing. Overall, respondents preferred anonymous internal channels of reporting, and showed a general reluctance to report externally. The presence of an open-door policy, ethics partners, hotline, on-going training and clearly defined policies could encourage whistle-blowing. Further implications for research and practice are discussed.

Anxiety disorders are among the most common and undertreated mental health disorders in the US (World Health Organization, 2001). Utilizing an online, correlational design and a sample of approximately100 American employees with Generalized Anxiety Disorder (GAD), this study will examine the impact of perceived organizational support (POS) on the help seeking behaviors of employees with GAD. It is predicted that POS will be positively correlated with likelihood of treatment seeking among employees with GAD, and negatively correlated with treatment seeking delay. It is further predicted that perceived mental health stigma will mediate the relationship between POS and these treatment-seeking behaviors. This research may hold significant implications for individuals suffering from GAD, as well as organizations that employ these individuals, as it may shed light on critical correlates of help seeking, and how organizations can promote treatment-seeking behaviors.

Made available in DSpace on 2014-12-17T15:39:05Z (GMT). No. of bitstreams: 1 AlessandraSO.pdf: 468703 bytes, checksum: 8d980d6e99d5b52f3982fb70db6d2277 (MD5) Previous issue date: 2006-11-07 / This work deals with organizational support perception-OSP. This is done considering staff global beliefs, value of their contributions, care and well being related of individuals in an organization. These issues has been have been present in many researches since the 80s. It is important to analyze this matter considering all the changes that occurred nationally and internationally in the academic environment, characterized as being diversified in academic and managerial level. This occurs especially in Brazil since Federal Universities and their agents have suffered impact and restructuring. The research has emphasized the technical-managerial as well as professor staff level at Universidade Federal do Rio Grande do Norte aiming to deal with their unsatisfaction upon social political support. Thus, there was participation of 259 staff that were admitted from 2003 to 2005 in many sectors and units of the university. These subjects were submitted to a social and demographical query through an application of a scale of organizational support perception-OSP. Descriptive and multivariate analysis was done considering factors (management style of higher command), material support, wages, work overload, social support at work and ascending levels). Results show that there a hierarchy of the analyzed factors, the factor social support at work as being the first one with 3,31%, the factor management style of the higher command in second with 3,30%, then followed by the factor social support at work with 2,92%, in a sequence the factor material support, factor overload with 2,49% in the fourth position, and in the fifth place, the factor ascending with an average of 2,33% and in last the factor wages with 2,20%. It is concluded that the factors related to the more positive attributions of the OSP (social support at work), in a sequence material support opposing from the most negative factors of the OSP (wages, overload, ascending) reveal a reality that points out that the OSP is very much related to the individualized actions of the members of the organization (leader-member-group) rather than on structure and institutionalized actions carried out at UFRN / A percep??o de suporte organizacional designada como as cren?as globais dos indiv?duos de quanto ? organiza??o cuida do bem-estar deles e valoriza as suas contribui??es tem sido alvo de muitas pesquisas a partir dos anos 80, sendo importante inseri-la e compreend?-la ? luz de mudan?as atuais ocorridas no cen?rio nacional e internacional do contexto universit?rio bastante heterog?neo e diversificado do ponto de vista administrativo e acad?mico. Sobretudo, no caso brasileiro acerca dos impactos e reestrutura??es vivenciadas nas universidades federais p?blicas e seus agentes. Enfatizou-se a categoria dos servidores t?cnico-administrativos e docentes em virtude de demandas concretas da Universidade Federal do Rio Grande do Norte no tocante ? insatisfa??o com as pol?ticas de suporte social ao novo servidor. Participaram do estudo 259 servidores admitidos no per?odo de 2003 a 2005 lotados nos mais diversos setores e unidades da universidade. Os participantes responderam ao instrumento escala de percep??o de suporte organizacional e uma ficha sociodemogr?fica. Realizou-se an?lises descritivas e multivariadas a cerca dos fatores (estilo de gest?o da chefia, suporte material, sal?rios, sobrecarga, suporte social no trabalho e ascens?o). Os resultados apontaram para uma hierarquiza??o dos fatores analisados aparecendo em primeiro lugar o fator suporte social no trabalho com 3,31%, o fator estilo de gest?o e chefia em segundo lugar com 3,30%, o fator suporte social no trabalho em seguida com 2,92%, o fator sobrecarga com 2,49% na quarta posi??o, em quinto o fator ascens?o com m?dia 2,33% e em ?ltimo o fator sal?rio com 2,20%. Conclui-se, portanto, que os fatores com atribui??es mais positivas da PSO (suporte social no trabalho e estilo de gest?o e chefia), seguido de suporte social no trabalho, em detrimento dos fatores com atribui??es mais negativas da PSO (sal?rios, sobrecarga e ascens?o) revelam uma realidade de que a PSO est? muito mais relacionada ?s a??es individualizadas dos membros da organiza??o (l?der-membro-grupo) do que ?s a??es mais estruturantes e institucionalizadas desenvolvidas pela UFRN

The purpose of this dissertation is to investigate how emotional exhaustion (EE) impacts a boundary spanning employee's usage of service sabotage behaviors (SSB). This dissertation also investigates how perceived organizational support (POS) and perceived supervisory support (PSS) alleviate a boundary spanning employee's EE and SSB. Furthermore, this dissertation examines how extraversion (EXT) and imagination (IMAG) moderates the relationship between POS and SSB and between PSS and SSB. A boundary spanning employee is any organizational employee who "engages in job-related interactions with a person who is considered part of the environment, who is not a member of the organization" (Robertson 1995, p. 75). These employees are important as research has shown that consumers use the attitudes and behaviors of these employees to positively or negatively impact their perceptions of the service encounter (e.g. Bitner 1990; Bowen and Schneider 1985; Pugh 2001). SSB are overt or covert behaviors which negatively affect the relationship between the organization and the customer (Harris and Ogbonna 2006, 2002). Rather than the boundary spanning employee engaging in negative behaviors towards other employees or the organization as a whole, SSB are acted upon the customer. EE occurs when an employee believes they are overextended by their work (Maslach and Jackson 1981). Boundary spanning employees are forced to display organizationally desired emotions even when encountering negative customers (Cordes and Dougherty 1993; Mulki, Jaramillo and Locander 2006). This interaction between the customer and employee may result in discontent and the employee may engage in SSB as a way to show this discontent. A boundary spanner's EE is hypothesized to positively impact SSB; therefore, it is important to investigate what will reduce or mitigate a boundary spanner's EE. Two constructs that are hypothesized to reduce both EE and SSB are POS and PSS. In order to test the hypotheses developed in this dissertation, 490 non-management retail sales and customer service employees across a variety of organizations were sampled. Results found that EE positively impacts SSB. EE also partially mediates the relationship between POS and SSB. The hypotheses associated with PSS, EXT and IMAG were not supported.

Proactive socialization tactics, measures that organizational newcomers take to facilitate their own adjustment, have been shown to predict adjustment and more distal work-related outcomes, such as organizational commitment and intent to remain with the organization. Several cognitions and behaviors are considered to be types of proactive socialization tactics, but research has yet to distinguish between different types. Also, several individual dispositions have been identified as antecedents of proactive socialization tactics, but there has been little focus on identifying contextual or non-dispositional individual difference antecedents. The purpose of this research was to propose a dual-mode conceptualization of proactive socialization tactics and to distinguish between tactics directed toward changing oneself and those directed toward changing one's environment. This research also examined the role of contextual factors, the newcomer's age, and the newcomer's work experience as antecedents of proactive socialization tactics. The results of this research suggest that job and workgroup characteristics do indeed play a role in predicting proactive socialization tactics. Age and work experience were predictors as well, but not as strong as expected. Both self-directed and environment-directed proactive socialization tactics predicted desirable adjustment outcomes, but self-directed tactics were clearly stronger predictors of these outcomes. There was some evidence to suggest that newcomers' early fit perceptions moderated relationships between antecedents, such as workgroup characteristics, and proactive socialization tactics. Theoretical and practical implications are discussed.

This study took place in a recently merged Turkish bank. Two hundred and thirty seven employees from both Ankara and istanbul participated in the study, which was designed as a cross sectional survey. The results indicated that the model proposing the mediating effect of post-merger organizational identification together with perceived attractiveness of the merger partner on the relationship between merger-induced changes in organizational benefits and commitment to post-merger organization was supported. The results also indicated that members of the acquiring bank had more favourable attitudes in terms of identification and commitment to the post-merger organization and perceive the changes in organizational benefits more favorably after controlling for the total tenure. Members of the acquired bank, on the other hand, were found to be more identified with their pre-merger organization. The results further revealed that those employees perceiving mode of acculturation as integration exhibited the most favourable post-merger attitudes whereas separation produced the least favourable outcomes. Moreover, participants generally interpreted deculturation as conceptually closer to integration. Hence, those employees who perceived the acculturation mode as deculturation produced responses similar to those of integration. Lastly, assimilation brought about less favourable outcomes than anticipated. The major contributions of this thesis are (1) integrating social identity and acculturation literatures and applying them to an M&amp / A context, (2) comparing two competing conceptual models in the literature, and (3) testing hypotheses in real life setting.

Thesis (Ph.D.)--Indiana University, 2009. / Title from screen (viewed on August 28, 2009). School of Nursing, Indiana University-Purdue University Indianapolis (IUPUI). Advisor(s): Pamela Ironside, Anna McDaniel. Includes vita. Includes bibliographical references (leaves 177-197).