scholarly journals Role of Flow between Job Demand and Job Resources among the Hotel Employees in Sarawak

2021 ◽  
Vol 21 (1) ◽  
pp. 168-182
Author(s):  
Mark Kasa ◽  
Zaiton Hassan ◽  
Jackelyn Ng ◽  
Abdul Halim Busari ◽  
Nik Norsyamimi Md. Nor
Keyword(s):  
Social Support ◽  
Mediating Effect ◽  
Job Resources ◽  
Work Outcomes ◽  
Flow Experience ◽  
Full Time ◽  
Role Performance ◽  
Job Demand ◽  
Hotel Employees ◽  
The Relationship

The Job Demand-Resources (JD-R) Model has been used to investigate many work outcomes. However, few focused its effectsto in-role performance work outcomes and none on flow as mediator in an eastern context. Thus, the objectivesof this study areto examine the relationship between flow and in-role performance as well as whether flow mediates the relationship between antecedents (job demand and job resources) and in-role performance among East Malaysian hotel employees. 290 full time frontline and backline employees from four-and five-star rated hotel in Sarawak responded the self-administered questionnaire. Data was analyzed with SPSS version 22 and PROCESS approach. Results confirmed that flow experience positively correlateswith in-role performance while also imposesa robust mediating effect between job resources and in-role performance. However, results have shown that flow has no mediation impact on the relationship between job demand and in-role performance. Precisely, hotel employees with provision of sufficient job resources (such as autonomy, social support, performance feedback, possibilities for professional development) are further likely to encounter flow experience, and as a result, are likely to exhibit better in-role performance. Thus, hotel management should redesign jobs and commensurate tasks to encourage flow experiences, which in return lead to better in-role performance that directly contributes to overall performance of the hotel. In addition, management should provide for job resources to encourage task autonomy and better social support systems.

scholarly journals Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy

2020 ◽  
Vol 17 (12) ◽  
pp. 4303 ◽  
Author(s):  
Yongjun Choi ◽  
David Yoon ◽  
Dongkyu Kim
Keyword(s):  
Positive Relationship ◽  
Mediating Effect ◽  
Job Resources ◽  
Job Autonomy ◽  
Role Performance ◽  
Behavioral Integrity ◽  
Coworker Support ◽  
Team Members ◽  
The Relationship ◽  
Practical Implications

The positive relationship between leader behavioral integrity and an employee’s in-role performance is well-established, but explanations for why this effect exists are still in a nascent stage. Drawing upon leader behavioral integrity theory and job-demands resources theory, the authors explain how leader behavioral integrity facilitates employee in-role performance and the boundary conditions influencing the relationship between leader behavioral integrity and employee in-role performance. Using multisource data from 209 employee-manager dyads in South Korea, this paper found support for the mediating effect of coworker support in the positive relationship between leader behavior integrity and employees’ in-role autonomy. Furthermore, compared to those who perceive low job autonomy, the positive indirect effect of leader behavioral integrity on in-role performance via coworker support was stronger for employees who perceive high job autonomy. The findings emphasize the importance of a leader’s individual difference (i.e., leader behavioral integrity) and job resources (i.e., job autonomy) facilitating the receipt of team members’ supporting behaviors which, in turn, energize employee in-role performance. Theoretical and practical implications are discussed.

scholarly journals Effect of Workplace Violence on Turnover Intention: The Mediating Roles of Job Control, Psychological Demands, and Social Support

2020 ◽  
Vol 57 ◽  
pp. 004695802096931
Author(s):  
Te-Feng Yeh ◽  
Yu-Chia Chang ◽  
Wei-Hsin Feng ◽  
Multiple sclerosis ◽  
Cheng-Chia Yang
Keyword(s):  
Social Support ◽  
Nursing Staff ◽  
Workplace Violence ◽  
Turnover Intention ◽  
Psychological Needs ◽  
Job Control ◽  
Mediating Effect ◽  
Staff Turnover ◽  
The Relationship ◽  
Psychological Demands

Exposing nursing staff to workplace violence workplace violence (WV) affects their psychological, emotional, and physical health; engenders increased workload; affects the medical reciprocity between nurses and patients; and ultimately leads to staff turnover intention. To preventing WV, development of intervention strategies and WV prevention measures are crucial. This study discusses the mediating effect of job control, psychological needs, and social support on WV and turnover intention. Through this discussion, this study aims to aid medical institutions in reducing their nursing staff turnover rate and to provide a reference for hospital management and decision making. A cross-sectional research method was adopted and conducted quantitative research to prove the complexity of the relationship between WV and turnover intention. Participants comprised clinical nurses working in 2 regional teaching hospital in central Taiwan. A total of 268 questionnaires were distributed, and 213 completed questionnaires were returned. Of the returned questionnaires, 198 contained valid responses, yielding a response rate of 73.9%. Our results demonstrated the mechanisms through which psychological demands and social support mediate the relationship between WV and turnover intention. This study determined the mediating effects of psychological demands and social support. The results expand the findings of previous research and demonstrate the complexity of the relationship between WV and turnover intention. Hospitals should formulate effective mechanisms for preventing and addressing incidents of WV, improve their ability to address and regulate violent incidents in clinics, reduce the psychological pressure exerted on employees, and establish communication channels for social support.

Social support mediates the effect of forgiveness on subjective wellbeing in college students

2021 ◽  
Vol 49 (5) ◽  
pp. 1-9
Author(s):  
Junxiao Liu
Keyword(s):  
Social Support ◽  
College Students ◽  
Subjective Wellbeing ◽  
Well Being ◽  
Mediating Effect ◽  
Subjective Well Being ◽  
Interpersonal Forgiveness ◽  
Self Forgiveness ◽  
Social Support Scale ◽  
The Relationship

I explored the relationship between forgiveness and subjective well-being (SWB), and the mediating effect of social support in this relationship. Participants were 443 college students from Henan, China, who completed the Heartland Forgiveness Scale, Perceived Social Support Scale, and Subjective Well-Being Scale. The results show that both interpersonal forgiveness and self-forgiveness were significantly correlated with SWB. Moreover, social support partially mediated the effects of both self-forgiveness and interpersonal forgiveness on SWB. These findings extend prior research and elucidate how forgiveness can influence SWB in college students.

Unpacking the combined effects of job scope and supervisor support on in-role performance

2017 ◽  
Vol 36 (9) ◽  
pp. 1170-1179 ◽  
Author(s):  
Rabia Mushtaq ◽  
Usman Raja ◽  
Mohammad Bashir Khan
Keyword(s):  
Social Support ◽  
Job Performance ◽  
Design Research ◽  
Strong Relationship ◽  
Supervisor Support ◽  
Job Design ◽  
Role Performance ◽  
Content Type ◽  
Work Settings ◽  
The Relationship

Purpose The purpose of this paper is to explore how the relationship between job scope and in-role performance is contingent upon the level of social support (i.e. supervisor support) received in the workplace. Design/methodology/approach A total of 640 questionnaires were distributed to employees of Pakistani companies, yielding 328 useable responses for analysis. Regression analysis was used to test for both hypotheses. Findings The results support the role of supervisor support as a moderator in the relationship between in-role performance, a dimension of job performance and job scope. The findings show that a higher job scope would facilitate higher job performance from employees who receive high levels of supervisor support. Practical implications The results provide useful insights for managers and consultants, especially HR professionals involved in job design and redesign. Organizations that encourage high levels of social support can help employees improve their job performance as they foster an environment where employees can get direct assistance and advice from their supervisors. Originality/value This paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between job scope and job performance; previous studies have failed to find a strong relationship. Second, it highlights how social context, especially in highly challenging work settings, can shape employees’ proficiencies and behaviors. Third, this paper offers a novel perspective in job design research by incorporating a contextual moderator (i.e. supervisor support).

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