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This research aims to identify trajectories of employees' perceptions of organizational support (POS) over the course of an eight-month period and to document associations between these longitudinal trajectories and several outcomes related to employees' well-being (i.e. job satisfaction), attitudes (i.e. turnover intentions, affective commitment) and behaviors (i.e. voice behaviors).

POS ratings provided each four months by a sample of 747 employees were analyzed using person-centered growth mixture analyses.

Results revealed that longitudinal heterogeneity in POS trajectories was best captured by the identification of four distinct profiles of employees. Two of these profiles followed stable high (67.2%) and low (27.3%) POS trajectories, whereas the remaining profiles were characterized by increasing (2.2%) or decreasing (3.3%) POS trajectories. Our results showed that, by the end of the follow-up period, the most desirable outcome levels were associated, in order, with the increasing, high, low and decreasing trajectories.

This research has important implications by showing that perceptions of organizational support fluctuate over time for some employees and help better predicting valuable work-related outcomes.

These findings shed a new perspective on organizational support theory by adopting a dynamic perspective, and revealing that changes over time in POS are more potent predictors of valuable work-related outcomes than stable POS levels.

This research aims to investigate the mediating role of organizational dehumanization in the relationships between supervisor/coworker ostracism and employee outcomes (i.e., increased physical strains, decreased work engagement, increased turnover intentions). Moreover, this research explores the moderating role of supervisor’s organizational embodiment and coworkers’ organizational embodiment in these indirect relationships.

A cross-sectional study (N = 625) surveying employees from various organizations while using online questionnaires was conducted.

Results highlighted that, when considered together, both supervisor ostracism and coworker ostracism are positively related to organizational dehumanization, which, in turn, detrimentally influences employees’ well-being (increased physical strains), attitudes (decreased work engagement) and behaviors (increased turnover intentions). Results further indicated that the indirect effects of supervisor ostracism on outcomes via organizational dehumanization were stronger when the supervisor was perceived as highly representative of the organization. However, the interactive effect between coworker ostracism and coworkers’ organizational embodiment on organizational dehumanization was not significant.

This research adds to theory by highlighting how and when supervisor and coworker ostracism relate to undesirable consequences for both employees and organizations. On top of simultaneously considering two sources of workplace ostracism (supervisor/coworkers), this research adds to extant literature by examining one underlying mechanism (i.e., organizational dehumanization) explaining their deleterious influence on outcomes. It further examines the circumstances (i.e., high organizational embodiment) in which victims of supervisor/coworker ostracism particularly rely on this experience to form organizational dehumanization perceptions.

The purpose of this paper is to investigate whether a focal employee’s perception of organizational support (POS) is shaped by the social context or, more specifically, by his/her coworkers’ POS. The authors further aim to identify the conditions under which coworkers’ POS may have more influence or, on the contrary, less or even no influence.

Data were obtained from questionnaires distributed among a sample of 195 employees and among their supervisors.

Coworkers’ levels of POS are positively related to the focal employee’s POS with positive consequences in terms of job satisfaction and, finally, organizational citizenship behaviors. This influence of coworkers’ POS is strengthened when the focal employee experiences low voice in the workplace.

Overall, this research contributes to organizational support theory by showing that POS may also develop based on a socially constructed process and not only on an individual-level psychological process.

Our findings have practical implications for HR policies employed by practitioners to socialize newcomers and to manage perceived support in a context of organizational change.

Building on a few recent studies suggesting that the social context may influence employees’ perceptions of organizational support, the present study is the first to show that the influence of the social context is more likely to occur under specific conditions, i.e. when employees experience low voice.

When employees complete their work tasks, they often experience intrusions stemming from the work (professional intrusions) or the home domain (personal intrusions). Yet, little is known about the respective implications of these two types of intrusions for employees’ productivity. This paper aims to investigate how professional and personal intrusions at work relate to the bright (perceived performance) and dark (procrastination) sides of employees' productivity. Based on recent advances in Self-Determination Theory, the authors also examined the mediating role of psychological need unfulfillment in these relations.

The authors relied on a cross-sectional survey design. A total of 229 French employees took part in the study.

Results from structural equation modelling indicated that need unfulfillment mediated the negative association between personal intrusions and employees’ performance and the positive relation between personal intrusions and procrastination. Professional intrusions were positively related to the soldiering dimension of procrastination only.

This study sheds light on the differentiated effects of personal and professional intrusions, while uncovering the psychological mechanisms at play. Personal intrusions, by triggering employees’ need unfulfillment, were found to have more extended detrimental consequences than professional intrusions. To the best of the authors’ knowledge, this research is also the first to demonstrate the mediating role of need unfulfillment in the relations between socio-contextual characteristics and individual functioning, and thus contributes to Self-Determination Theory.

The purpose of this study is to examine the effect of coworkers’ interpersonal justice (defined as the extent to which one is treated by coworkers with dignity, courtesy and respect) on team citizenship behaviors. More precisely, the authors first test the mediating role played by both team-member exchange and team identification in this relationship. Further, they examine the moderating role of extraversion in these two mediating mechanisms.

Based on 134 subordinate–supervisor dyads, the authors conducted moderated multiple mediation analysis.

The results of this study showed that, for highly extraverted employees, coworkers’ interpersonal justice positively influences team citizenship behaviors because of an exchange relationship of better quality among the team members. In contrast, for employees with low or medium levels of extraversion, the positive effect of coworkers’ interpersonal justice on team citizenship behaviors is explained by their higher identification with the team.

This paper holds important implications for management practice in teamwork environment. Given coworkers' interpersonal justice role in determining team citizenship behaviors, the findings of this study highlight the importance of establishing a work culture where each employee treats others fairly.

Overall, these findings indicate that, depending on the level of employees’ extraversion, mechanisms grounded in the social exchange and the social identity perspectives act as complementary mechanisms in the team-focused justice–citizenship behaviors relationship.

Prior research has conceptualized perceived organizational support (POS) as a stable variable over time varying from one individual to another. Nevertheless, it can be assumed that POS fluctuates within the same person over the course of several weeks due to different experiences lived at work. The authors suggested in the present study that weekly POS is predictive of employees’ weekly subjective well-being at work (i.e. increased positive affect toward the organization, and decreased negative affect toward the organization and psychological strains at work). In addition, the purpose of this paper is to examine the mediating role played by weekly work engagement in these relationships.

In total, 20 employees completed a first general questionnaire and then completed an online questionnaire during 12 consecutive weeks.

Results of hierarchical linear models indicated that weekly POS positively predicts weekly employees’ work engagement which, in turn, positively predicts weekly employees’ well-being (i.e. increasing positive affect toward the organization and decreasing negative affect toward the organization and psychological strains at work).

Overall, these findings contribute to the POS and work engagement literatures. It shows that POS fluctuates within person over the course of several weeks and is a predictor of weekly employees’ well-being through its effects on weekly work engagement.

To the authors’ knowledge, this is the first study to examine within-person weekly variations in POS as a predictor of employees’ weekly work engagement and its subsequent consequences.

The purpose of this paper are twofold. First, the authors examined the effects of two types of working hard (i.e. work engagement, workaholism) on employees’ well-being (i.e. job satisfaction, perceived stress, and sleep problems). Second, the authors tested the extent to which both types of working hard mediate the relationship between three types of work-related social support (i.e. perceived organizational support, perceived supervisor support, and perceived coworker support) and employees’ well-being.

An online questionnaire was administered to 343 PhD students.

Results revealed that work engagement mediates the relationships between perceived organizational support and job satisfaction and perceived stress. Perceived organizational support has also a direct positive impact on job satisfaction and a direct negative impact on perceived stress and sleep problems. Furthermore, work engagement mediates the influence of perceived supervisor support on job satisfaction and perceived stress. Finally, workaholism was found to mediate the relationships between perceived coworker support, and job satisfaction, perceived stress, and sleep problems.

The findings suggest that managers should promote practices in order to foster work engagement and prevent workaholism. In line with this, the findings indicated that the most powerful source of support that fosters work engagement is perceived supervisor support. Organizations should, therefore, train their supervisors to be supportive in their role of directing, evaluating and coaching subordinates or encourage supervisors to have regular meetings with their subordinates. Additionally, the results showed that perceived coworker support is the only source of work-related social support that has a negative influence on workaholism. Managers should foster coworker support, for instance by encouraging informal mentoring among employees in order to build a strong social network.

Because scholars argued that each type of work-related social support might have different consequences and might vary in terms of strength of associations with their outcomes, the study aimed to examine the concomitant effects of three forms of work-related social support on two types of working hard which, in turn, influence employees’ well-being.

The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship.

In total, 287 employees of a water producer organization responded to a questionnaire.

The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment.

The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers.

By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.