In the organization environment, supervisor is the most closely person in subordinates' working interpersonal network. Supervisors and subordinates have different responsibility in the organization. In order to make subordinates complete task successfully, supervisors usually have the important mission to motivate subordinates behaviors. From the past research results shows that subordinates perceived supervisor support will affect job satisfaction, job involvement, job performance,etc. Therefore how to make subordinates feel supervisors' care, trust and support, which usually is an important key to open subordinates' inner mind. It's also that this research want to discuss subject. This research use the critical incident method to interview different seniority subordinates to understand supervisor¡¦s support / non support behavior , subordinates' emotions, follow-up reaction, and what opinion about supervisor .It also intersect analyse the correlation between behavior, reaction and opinion. Summarized the results of this research, the following conclusions as below, 1. When subordinates perceived supervisor support, whatever emotion, reaction and opinion about supervisor are all positive, active and affirmative. On the contrary , when subordinates perceived supervisor not support, it will increase turnover intention. 2.When subordinates perceived supervisor not support, their emotion and behavior are not consistent. Subordinates easily have emotional labor. 3.Junior subordinates have more positive reaction than senior subordinates to face supervisor not support behavior even they have negative emotions Finally, the discussion of the research results, this study understand what supervisor support behaviors that subordinates concerned. That also can motivate subordinates¡¦ behavior in their work or organization environment. On the other hand, we can also know supervisor not support behaviors will bring negative effect. This study can give supervisor behavior reference to manage their staff in the organization and contribute to enhance the relationship between supervisors and subordinates and organizational development.

Research in the work-life area has typically concerned individuals' assessments of their own conflict. The current study went beyond this by examining supervisor assessments of employee conflict and how they relate to the support given to employees. This support, traditionally measured using a unidimensional measure of support, was measured with a multidimensional measure that differentiates eight separate forms of support, including listening, emotional, emotional challenge, reality confirmation, task appreciation, task challenge, tangible assistance, and personal assistance support. Additionally, the amount of personal contact between the supervisor and the employee and the extent to which the supervisor likes the employee were examined as potential moderators of the relationship between supervisor assessments and the support given. Further, employee satisfaction with supervisor support, as well as the potential moderating role of the need for support on the relationship between the provided support and the employee's satisfaction with the support, were explored. Finally, employee satisfaction with the eight forms of support and subsequent outcomes (i.e., subsequent work-life conflict, job satisfaction, turnover intentions, organizational commitment, and job performance) as they relate to the provided support were examined. Data were collected from 114 pairs of employees and supervisors. Employees were assessed at two time periods two weeks apart whereas supervisors were assessed at one time period, within five days of the employee's first time period. Results showed that supervisor assessments of employee work-life conflict were either unrelated or negatively related to the eight forms of support. Additionally, it appears that when supervisors perceived employees as having a high degree of work-to-life conflict, they provided relatively high and relatively equal amounts of emotional challenge and reality confirmation support to employees regardless of how much they liked them. When supervisors perceived employee work-to-life conflict as being low, however, they provided significantly more emotional challenge and reality confirmation support when they liked the employee as opposed to when they did not like the employee. Furthermore, the relationship between emotional challenge support and job satisfaction was mediated by satisfaction with emotional challenge support, the relationship between task appreciation support and affective commitment was mediated by satisfaction with task appreciation support, and the relationship between task appreciation support and job satisfaction was mediated by satisfaction with task appreciation support. Finally, when emotional challenge support was provided, greater levels of support led to greater employee satisfaction, especially if there was a need for the support. However, when reality confirmation support was provided, employees were less satisfied with the support when a large amount of support was provided and the employees' need for support was low.

This study sought to further our understanding of the antecedents of employee perceptions of organisational justice in the context of organisational restructuring. As such, this study focussed on the previously under-researched change management practices of support for downsizing victims and organisational communication quality, and the similarly under-researched organisational justice dimensions of interpersonal and informational justice, while also hypothesising a moderating effect of perceived supervisor support between these two sets of variables. Using an online survey, a total of 234 employees from a large New Zealand organisation in the Education sector were invited to participate in the study, with 71 volunteering to complete the online survey. The results showed no moderating effects of perceived supervisor support, but did show strong, significant main effects of victim support and communication quality on both interpersonal and informational justice. These findings highlight the importance of change management practices in maximising positive outcomes post-restructuring for the organisation and its employees.

Objective: This research intends to add to the understanding of the various factors that influence an employee’s intention to quit an organisation. Increasingly globalised markets and global competition have demanded that organisations retain scarce human resources. The moderating effect of an employees’ level of engagement on the relationship of an employees’ level of psychological contract breach and perceived supervisor support with the productivity outcome of the employees’ intention to quit the organisation is examined to deepen the understanding of the relevance and inter-relationships of these factors. Methodology: This quantitative explanatory study considered the level of an employees perceived supervisor support and psychological contract breach as the predictor of their intention to quit and their level of employee engagement as the moderator of the variable relationships. The study obtained 449 responses from the employees in the Johannesburg based business unit of a South African company. The Pearsons product moment correlation coefficients were observed to identify the extent of the relationships and a stepwise multiple regression analysis gave insight into which of the independent variables explained more of the variances in ITQ. Finally a two-way ANOVA was used to check for interaction to determine the moderating effect of EE. Outcome: The level of an employee’s engagement, perceived supervisor support and psychological contract breach were observed to have significant relationships with their intention to quit the organisation in this study. The level of employee engagement was not observed to significantly moderate the relationship of their perception of supervisor support and psychological contract breach with their intention to quit the organisation. This suggests that the relationship of an employees’ level of perceived super support and psychological contract breach on their intention to quit does not vary depending on their level of employee engagement. / Dissertation (MBA)--University of Pretoria, 2013. / ccgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Magister Commercii (Industrial Psychology) - MCom(IPS) / Literature on turnover intentions revealed that various factors predict employee turnover intention. For higher education, the ongoing transformation that has been taking place has posed many challenges, one of them being the recruitment and retention of staff in academia. However, there is the notion that employees who experience sufficient support and acknowledgement from their supervisors are more likely to develop a sense of empowerment, thus helping in either creating or increasing feelings of commitment which could decrease turnover intentions.

This study aimed to investigate the relationship between psychological capital and the work-related attitudes of job satisfaction and organisational commitment recognising the hierarchical nature of the data. This relationship was examined in light of a supportive organisational climate as defined by supervisor support which played the role of a moderator in this relationship. Data was gathered using a number of structured questionnaires which were distributed to employees via an online link. The Psychological Capital Questionnaire (Luthans, Youssef & Avolio, 2007), Organisational Commitment Questionnaire (Mowday, Steers & Porter, 1982), Warr, Cook and Wall’s (1979) measure of job satisfaction and Eisenberger’s (1986) adapted measure of supervisor support were administered. A total of 14 departments participated in the study and 50 employees completed the questionnaires. A Hierarchical Linear Model analysis (HLM) was used to analyse the data along with Pearson product moment correlations and a two-way ANOVA. Results indicated that psychological capital was related moderately and positively to job satisfaction but was not related to organisational commitment. Supervisor support was related to both job satisfaction and organisational commitment. Finally supervisor support moderated the relationship between psychological capital and job satisfaction but no interaction was found for the relationship between psychological capital and organisational commitment as moderated by supervisor support. This paper concludes with a discussion of the results, implications of the findings, limitations and directions for future research.

This research examines the role played by an employee¡¦s supervisor and organization in the relationship between the support perceived by an employee and his or her affective commitment, task performance, and contextual performance to the organization. Our analyses, based on data taken from a sample of 222 steel manufacturing firm employees in Taiwan, reveal that there is a significant relationship between perceived organizational support and affective commitment, whereas nonsignificant relationship are found between perceived organizational support and task performance, also between perceived organizational support and contextual performance. Our results also highlight the moderate effect of perceived supervisor support in the relationship between perceived organizational support and employee¡¦s task performance, and contextual performance.

In workplace, any kinds of teamwork and management in an organization, like cooperation, communication, and leadership, all of the activities need personal interaction, and the interaction is related to the work results. So, the purpose of this study is to find out the relationships between social skill and job performance, and explores how social skill affecting job performance, in addition, whether different degree of task interdependence could influence study results. This study is conducted through opinion survey by random sampling in manufacturing and service industry. With the valid 119 questionnaires replied by the staffs and the direct supervisors, the finding of this study can be summarized as follows: 1. Social skill impacts the in-role performance positively. 2. Social skill impacts each of the co-worker support and the supervisor support positively. 3. supervisor support has mediating effect between social skill and in-role performance positively. Keywords: Social Skill¡BIn-role Performance¡BSupervisor Support¡BCo-worker Support¡BTask Interdependence.

According to the report, in the year 2008 there are more than 14,000 Employees' Welfare Committees, which proves Employees' Welfare Committee plays an important role between the employers and the employees in Taiwan . Therefore, in this study, we will try to compare two groups of people (participant and non-participant) to differentiate the differences in PSS (perceived supervisor support) , POS ( perceived organizational support) and OCBs ( organizational citizenship behavior ). Besides, we will also exanimate the composition of Employees' Welfare Committee to see if the people who have participated in Employees' Welfare Committee will trigger higher POS or PSS, and with a higher PSS or POS. Employees will be more motivated in their job performance and will work beyond the responsibilities given . This survey shows that the differences in PSS and POS between the two groups are not significant, however, the participated group in one dimension of OCBs ¢w Organizational Identification is significant. The further analysis shows that the number of members, the way of election, the welfares offered by the committee will have positive relationships with PSS and POS by assigning the HR to the committee. What¡¦s more, if the organizations can make good use of these components to let their employees perceive and understand how their organizations or supervisors put efforts on them when they participate in the Welfare Committee. Furthermore to influence employees to exhibit behavior which is not explicitly recognized by formal reward system but expected to be positively related to measures of organizational effects.

Talented people are the key factor for enterprises to maintain their competitive advantage. Since 1980s, due to the changes of internal and external environments, reorganization and simplification have become the patterns of organizations, which indicating promotion possibility in an organization has been relatively reduced. These generate the feeling of development limitation within employees and result in the phenomenon of career plateau. However, high performance work system is regarded as a set of management system in human resources field , and it includes most types of best management practices. Therefore, this study attempts to explore antecedents and consequences of variable of the career plateau, including a negative correlation between high performance work system and career plateau as well as the impact of the career plateau on role performance and turnover intention, and whether the perceived supervisor support will be an interference effect. In this study, pairing questionnaires are offered to executives and organizational members 47 effective matching samples are received. Hierarchical linear model is used in this study to verify the hypothesis. The results show: 1. Career plateau is negatively associated with role performance; 2. Career plateau is positively associated with the turnover intention; 3. The effect of perceived supervisor support can interfere with both career plateau and turnover intention. The findings of this study indicate: 1. Organizations should establish career planning and development for employees in order to reduce the adverse effects of career plateau; 2. Organizations should find a method to increase employees¡¦ perceived of supervisor support in order to reduce the negative effects of career plateau; 3. High performance work system is a systematic system. It should be assessed in depth regarding the way of solving the career plateau. Finally, suggestions for future research and the limitation of this study are also discussed. Keywords: career plateau, high performance work system, role performance, turnover intention, perceived supervisor support