The Effects of Perceived Organisational Support on Employees' Affective Outcomes: Evidence from the Hotel Industry
By Ülker Çolakoğlu, O. Çulha, Hakan Atay. 2010
166 citations recorded by the source corpus.
Previous studies mainly analysed the relationship between perceived organisational support and organisational commitment in a direct way. Limited studies of tourism, however, have found that job satisfaction is a mediator variable in the relationship between perceived organisational support and organisational commitment. The aim of this study is, (i) to analyse the effect of organisational support on job satisfaction, (ii) to analyse the effect of organisational support on the dimensions of organisational commitment, (iii) to analyse the effect of job satisfaction on the dimensions of organisational commitment, and (iv) to analyse the mediating effect of job satisfaction on the relationship between perceived organisational support and dimensions of organisational commitment based on an empirical study. The relationship between the variables was analysed by using a multivariate data analysis. Besides this, in the study, the mediating effect of job satisfaction on the relationship between perceived organisational support and the dimensions of organisational commitment was analysed by the technique recommended by Baron and Kenny (1986) and the Sobel test. The findings indicated that perceived organisational support had a significant positive effect on job satisfaction, affective, normative and continuous commitment. Job satisfaction had a significant positive effect on affective, normative and continuous commitment as well. Besides this, job satisfaction played a partial mediating role between perceived organisational support and dimensions of organisational commitment. Implications were presented for hotel managers who want to keep and encourage their employees to work in the hotel industry.
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Citations in the corpus
- Impact of Perceived Organizational Support on OCB in the Time of COVID-19 Pandemic in Hungary: Employee Engagement and Affective Commitment as Mediators (2021, background): “Many studies underlined that organizational commitment comprises three components that are continuance commitment, normative commitment, and affective commitment [43,44].”