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Linking perceived organizational support with employee work outcomes in a Chinese context: Organizational identification as a mediator

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  • Shen, Yimo
  • Jackson, Todd
  • Ding, Cody
  • Yuan, Denghua
  • Zhao, Lei
  • Dou, Yunlai
  • Zhang, Qinglin

Abstract

Perceived organizational support (POS) is viewed as an important explanatory framework for understanding the relationship between employees and the workplace, and is regarded by some researchers as central in understanding job-related attitudes and behaviors of employees. However, less research has taken into account the role of organizational identification, which reflects how individuals define the self with respect to their organization, as a potential influence on such relationships. Drawing on a cross-organizational sample of 238 subordinate-supervisor dyads from the People’s Republic of China, we examined whether organizational identification mediates the effect of perceived organizational support (POS) on work outcomes including turnover intentions, work performance, and organizational citizenship behavior (OCB). Results from the current study showed that organizational identification fully mediates the relation of POS to OCB-directed to individuals, and partially mediates relations between POS and other work outcomes (turnover intention, work performance, OCB-directed to organization). Implications for management theory and practice are discussed.

Suggested Citation

  • Shen, Yimo & Jackson, Todd & Ding, Cody & Yuan, Denghua & Zhao, Lei & Dou, Yunlai & Zhang, Qinglin, 2014. "Linking perceived organizational support with employee work outcomes in a Chinese context: Organizational identification as a mediator," European Management Journal, Elsevier, vol. 32(3), pages 406-412.
    • Handle: RePEc:eee:eurman:v:32:y:2014:i:3:p:406-412
    DOI: 10.1016/j.emj.2013.08.004
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    Cited by:

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    2. Escribá-Carda, Naiara & Balbastre-Benavent, Francisco & Teresa Canet-Giner, M., 2017. "Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning," European Management Journal, Elsevier, vol. 35(2), pages 273-281.
    3. Alfred Presbitero & John Jamir Benzon R. Aruta, 2024. "Reducing employee burnout in the context of a global crisis and remote work: focusing on quality of leader–member exchange, trust in leader and organizational identification," Asian Business & Management, Palgrave Macmillan, vol. 23(1), pages 32-54, February.
    4. Irene Tsachouridi & Irene Nikandrou, 2020. "The Role of Prosocial Motives and Social Exchange in Mediating the Relationship Between Organizational Virtuousness’ Perceptions and Employee Outcomes," Journal of Business Ethics, Springer, vol. 166(3), pages 535-551, October.
    5. Manish Kumar & Hemang Jauhari, 2015. "Satisfaction Of Learning, Performance, And Relatedness Needs At Work And Employees' Organizational Identification," Working papers 166, Indian Institute of Management Kozhikode.
    6. Serdar Cop & Uju Violet Alola & Andrew Adewale Alola, 2020. "Perceived behavioral control as a mediator of hotels' green training, environmental commitment, and organizational citizenship behavior: A sustainable environmental practice," Business Strategy and the Environment, Wiley Blackwell, vol. 29(8), pages 3495-3508, December.
    7. Enrico Rinaldi & Setyo Riyanto, 2021. "The effect of work motivation, work environment, and job satisfaction on organizational citizenship behavior and their impact on employees performance of RSU Menteng Mitra Afia during the Covid-19 pan," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 10(6), pages 101-110, September.
    8. Yu, Chuanpeng & Wang, Yue & Li, Tianchen & Lin, Chunpei, 2022. "Do top management teams’ expectations and support drive management innovation in small and medium-sized enterprises?," Journal of Business Research, Elsevier, vol. 142(C), pages 88-99.

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