Keywords : Perceived Organizational Support


Investigating Work Engagement of Highly Educated Young Employees through Applying the Job Demands-Resources Model

Widdy Muhammad Sabar Wibawa; Yoshi Takahashi; Corina D. Riantoputra

International Journal of Organizational Leadership, 2021, Volume 10, Issue 1, Pages 89-102
DOI: 10.33844/ijol.2021.60519

This study aims to investigate the applicability of the job demands and resources (JD-R)
model. While prior studies tend to focus on older employees, we investigate the potentially
effective job resources and demands specifically for the highly educated young individuals
that are the future of any organization. We collected primary cross-sectional data from 155
respondents in Indonesia with master’s or doctoral degrees, under 40 years of age, currently
working in public and private sectors. Participants completed an online questionnaire by
following a link distributed by email. PLS-SEM was used to analyze data regarding the
relationships between job resources (perceived organizational support (POS) and employee
voice), job demands (emotional demands), and work engagement. Our results indicated the
relationships for POS positively and emotional demands negatively with work engagement,
while employee voice was not significantly correlated with work engagement. Emotional
demands are considered to be perceived as stress rather than opportunity. Furthermore,
emotional demands did not moderate the correlation of POS and employee voice with work
engagement. A multi-group analysis found no significant differences between employees in
the private and public sectors. The results showed the JD-R model was partially applicable.
This study is one of few seeking to apply the JD-R model to highly educated young employees
in the private and public sectors. The specific results of this study will provide insight for the
organizations employing such individuals.

Impact of Managerial Coaching on Organizational Citizenship Behavior: The Mediation and Moderation Model

Basharat Raza; Muhammad Ali; Samiah Ahmed; Jamil Ahmad

International Journal of Organizational Leadership, 2018, Volume 7, Issue 1, Pages 27-46
DOI: 10.33844/ijol.2018.60360

To fill the research gap of scarce literature and effectiveness of managerial coaching, this study attempts to examine the influence of managerial coaching on employee organization citizenship behavior through the mediating effect of thriving at work and moderating effect of perception of organizational politics between managerial coaching and thriving at work. Data was collected from the employees working in the pharmaceutical sector in Lahore, Pakistan. By using structural equation modeling (SEM) analysis technique with 361 workers’ sample, results indicate that managerial coaching is positively correlated with thriving at work, OCB-I and OCB-O and thriving at work mediate the relationship of managerial coaching and organizational citizenship behavior. The results also exhibit that the relationship between managerial coaching and thriving at work is moderated by the perception of organizational politics. Furthermore, the practical implications of this study are further discussed.

Drivers of innovative behaviors: The moderator roles of perceived organizational support and psychological empowerment

Bora YILDIZ; Sümeyra UZUN; Serdar Semih COSKUN

International Journal of Organizational Leadership, 2017, Volume 6, Issue 3, Pages 341-360
DOI: 10.33844/ijol.2017.60255

Innovative behaviors are one of the most important factors that affect the competitive performance of organizations. Although there are numerous studies in the literature which try to determine the antecedents of innovative behaviors, there are still gaps to fully understand the nature of these behaviors. In this respect, the purpose of this study is to determine its individual and organizational-level predictors in the light of the Social Exchange Theory. In this respect, we investigated the effect of proactive personality on innovative behaviors and the moderator roles of perceived organizational support and psychological empowerment on this relationship. More specifically, we hypothesized that employees, who have proactive personality, are more prone to exhibit innovative behaviors. We also hypothesized that the proposed relationship between proactive personality and innovative behaviors is stronger when the levels of perceived organizational support and psychological empowerment is high. The sample of the study consisted of 436 employees (in white goods sector) working in Istanbul. The findings show that proactive personality, perceived organizational support, and psychological empowerment are the statistically significant and positive predictors of innovative behaviors. The most powerful predictor of innovative behaviors in our theoretical model is proactive personality; the others are perceived organizational support and psychological empowerment, respectively. Following this, the findings also show that while the moderating effect of psychological empowerment is statistically significant, the interactional effect of perceived organizational support is not significant. Managerial and further research implications are provided.