Breach and willingness to support the organization

Am I in an obstructive employer-employee relationship? The role of breach in employee reactions during tough times

Purpose

To provide insight into how employees react during challenging economic times, this paper aims to examine employee responses to non-fulfilled employer obligations. More specifically, the authors examine two main issues: first, whether perceptions of organizational obstruction (PO Obstruction) mediate the relationship between psychological contract breach and intent to quit, as well as between psychological contract breach and willingness to support the organization, and second, whether breach moderates the relationship between PO Obstruction and intent to quit as well as between PO Obstruction and willingness to support the organization.

Design/methodology/approach

To test the hypotheses, the authors conducted a field study in which 316 employees took part.

Findings

The results indicate that PO Obstruction mediates the relationship between breach and employee outcomes. Regarding the moderating effects of the breach, the findings suggest that breach strengthens the positive relationship between PO Obstruction and intent to quit while it weakens the negative relationship between PO Obstruction and willingness to support the organization.

Originality/value

This paper contributes to the existing literature by introducing a new perspective of the breach-outcome relationship.

The effect of ethical leadership on service recovery performance: A moderated mediation model of organizational virtuousness and trait mindfulness

In the present study, we first examined the relationship between ethical leadership and frontline employees’ (FLEs’) service recovery performance (SRP) and then tested the mediating role of organizational virtuousness in the relationship between ethical leadership and SRP in service contexts. Finally, we examined the moderating effect of FLE trait mindfulness on the direct relationship between ethical leadership and organizational virtuousness, as well as the indirect relationship between ethical leadership and SRP, via organizational virtuousness. Three-waved survey data collected from 273 supervisor-employee dyads in different service sector organizations supported our hypothesized relationships. In addition to important theoretical implications, the study carries useful practical implications, particularly for managers who are concerned about improving SRP in the service contexts.

Mechanism between perceived organizational support and transfer of training

Purpose

This study aims to investigate the mechanism between perceived organizational support and transfer of training using self-efficacy and job satisfaction as mediating variables. More specifically, self-efficacy is examined as a mediator between perceived organizational support and job satisfaction, whereas job satisfaction is examined as a mediator between perceived organizational support and transfer of training.

Design/methodology/approach

This quantitative study is based on data collected from 409 employees of the banking sector on a random basis.

Findings

Structural equation modeling analysis confirmed the mediating role of job satisfaction between perceived organizational support and transfer of training. In addition, self-efficacy was found to perform the mediating role between perceived organizational support and job satisfaction.

Research limitations/implications

The data for this study were collected at one point of time, and it has implications for organizations and employees.

Originality/value

This study highlights the emerging issue of transfer of training and gives a practical model to the organizations to strengthen their human resources. This study is perhaps the first attempt to empirically investigate the mediating role of self-efficacy and job satisfaction.